Final published version, 340 KB, PDF document
Available under license: CC BY: Creative Commons Attribution 4.0 International License
Final published version
Licence: CC BY: Creative Commons Attribution 4.0 International License
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
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TY - JOUR
T1 - Strategic entrepreneurship behaviour and the innovation ambidexterity of young technology-based firms in incubators
AU - Hughes, M.
AU - Hughes, P.
AU - Morgan, R.E.
AU - Hodgkinson, I.R.
AU - Lee, Y.
PY - 2021/5/31
Y1 - 2021/5/31
N2 - Innovation ambidexterity is especially complex for young technology-based firms because they are resource-challenged and knowledge deficient in strategic terms; but they possess considerable scope for entrepreneurship. Strategic entrepreneurship may provide a solution. Incubators emerged as a policy solution precisely due to this dilemma. We conceptualise that strategic entrepreneurship, as a synthesis of opportunity-seeking and advantage-seeking behaviours of young technology-based firms, can affect both explorative and exploitative innovation activities in these firms and expect that subsequent innovation ambidexterity affects profitability. Our empirical analyses reveal complex and competing interrelationships that both ease and exacerbate the tensions associated with innovation ambidexterity. We contribute to theory by testing strategic entrepreneurship as it applies to innovation ambidexterity and evidence behaviours that contribute to its foundations. To entrepreneurs and managers, we offer a set of prescriptions for innovation ambidexterity in young firms that accounts for the complementarities between complex and theoretically opposing constructs.
AB - Innovation ambidexterity is especially complex for young technology-based firms because they are resource-challenged and knowledge deficient in strategic terms; but they possess considerable scope for entrepreneurship. Strategic entrepreneurship may provide a solution. Incubators emerged as a policy solution precisely due to this dilemma. We conceptualise that strategic entrepreneurship, as a synthesis of opportunity-seeking and advantage-seeking behaviours of young technology-based firms, can affect both explorative and exploitative innovation activities in these firms and expect that subsequent innovation ambidexterity affects profitability. Our empirical analyses reveal complex and competing interrelationships that both ease and exacerbate the tensions associated with innovation ambidexterity. We contribute to theory by testing strategic entrepreneurship as it applies to innovation ambidexterity and evidence behaviours that contribute to its foundations. To entrepreneurs and managers, we offer a set of prescriptions for innovation ambidexterity in young firms that accounts for the complementarities between complex and theoretically opposing constructs.
KW - business incubation
KW - entrepreneurial orientation
KW - exploitation
KW - exploration
KW - incubators
KW - innovation ambidexterity
KW - resources
KW - strategic entrepreneurship
KW - young firms
U2 - 10.1177/0266242620943776
DO - 10.1177/0266242620943776
M3 - Journal article
VL - 39
SP - 202
EP - 227
JO - International Small Business Journal
JF - International Small Business Journal
SN - 0266-2426
IS - 3
ER -