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Unleashing R&D Networks for Ambidexterity: The Interplay between Internal and External Networking Capabilities

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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Unleashing R&D Networks for Ambidexterity: The Interplay between Internal and External Networking Capabilities. / Strobl, Andreas; Shepherd, Neil; Hughes, Paul.
In: Industrial Marketing Management, Vol. 124, 31.01.2025, p. 254-265.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Strobl, A, Shepherd, N & Hughes, P 2025, 'Unleashing R&D Networks for Ambidexterity: The Interplay between Internal and External Networking Capabilities', Industrial Marketing Management, vol. 124, pp. 254-265. https://doi.org/10.1016/j.indmarman.2024.12.006

APA

Strobl, A., Shepherd, N., & Hughes, P. (2025). Unleashing R&D Networks for Ambidexterity: The Interplay between Internal and External Networking Capabilities. Industrial Marketing Management, 124, 254-265. https://doi.org/10.1016/j.indmarman.2024.12.006

Vancouver

Strobl A, Shepherd N, Hughes P. Unleashing R&D Networks for Ambidexterity: The Interplay between Internal and External Networking Capabilities. Industrial Marketing Management. 2025 Jan 31;124:254-265. Epub 2024 Dec 12. doi: 10.1016/j.indmarman.2024.12.006

Author

Strobl, Andreas ; Shepherd, Neil ; Hughes, Paul. / Unleashing R&D Networks for Ambidexterity : The Interplay between Internal and External Networking Capabilities. In: Industrial Marketing Management. 2025 ; Vol. 124. pp. 254-265.

Bibtex

@article{7f14b5c52d714a51ac80a2e1533ca0f7,
title = "Unleashing R&D Networks for Ambidexterity: The Interplay between Internal and External Networking Capabilities",
abstract = "Ambidexterity is key for SME survival and success, and to attain ambidexterity, resource constrained SMEs must leverage ideas and resources within their R&D networks. This research investigates how internal and external networking capabilities enable SMEs to harness their R&D network to attain ambidexterity. We test our theory using survey data from 126 SMEs from Austria, Liechtenstein, and Switzerland. Our findings reveal an important paradox: while external networking capabilities are crucial for attaining ambidexterity, internal networking capabilities come at a cost—and while they do directly contribute to ambidexterity, they also lessen the potential for firms to utilize their R&D networks to attain ambidexterity. We discuss the important theoretical and managerial implications in terms of how SMEs can most effectively harness their networks to attain ambidexterity. ",
keywords = "Ambidexterity, R&D networks, internal networking capabilities, external networking capabilities, exploration, exploitation, SMEs",
author = "Andreas Strobl and Neil Shepherd and Paul Hughes",
year = "2025",
month = jan,
day = "31",
doi = "10.1016/j.indmarman.2024.12.006",
language = "English",
volume = "124",
pages = "254--265",
journal = "Industrial Marketing Management",
issn = "0019-8501",
publisher = "Elsevier Inc.",

}

RIS

TY - JOUR

T1 - Unleashing R&D Networks for Ambidexterity

T2 - The Interplay between Internal and External Networking Capabilities

AU - Strobl, Andreas

AU - Shepherd, Neil

AU - Hughes, Paul

PY - 2025/1/31

Y1 - 2025/1/31

N2 - Ambidexterity is key for SME survival and success, and to attain ambidexterity, resource constrained SMEs must leverage ideas and resources within their R&D networks. This research investigates how internal and external networking capabilities enable SMEs to harness their R&D network to attain ambidexterity. We test our theory using survey data from 126 SMEs from Austria, Liechtenstein, and Switzerland. Our findings reveal an important paradox: while external networking capabilities are crucial for attaining ambidexterity, internal networking capabilities come at a cost—and while they do directly contribute to ambidexterity, they also lessen the potential for firms to utilize their R&D networks to attain ambidexterity. We discuss the important theoretical and managerial implications in terms of how SMEs can most effectively harness their networks to attain ambidexterity.

AB - Ambidexterity is key for SME survival and success, and to attain ambidexterity, resource constrained SMEs must leverage ideas and resources within their R&D networks. This research investigates how internal and external networking capabilities enable SMEs to harness their R&D network to attain ambidexterity. We test our theory using survey data from 126 SMEs from Austria, Liechtenstein, and Switzerland. Our findings reveal an important paradox: while external networking capabilities are crucial for attaining ambidexterity, internal networking capabilities come at a cost—and while they do directly contribute to ambidexterity, they also lessen the potential for firms to utilize their R&D networks to attain ambidexterity. We discuss the important theoretical and managerial implications in terms of how SMEs can most effectively harness their networks to attain ambidexterity.

KW - Ambidexterity

KW - R&D networks

KW - internal networking capabilities

KW - external networking capabilities

KW - exploration

KW - exploitation

KW - SMEs

U2 - 10.1016/j.indmarman.2024.12.006

DO - 10.1016/j.indmarman.2024.12.006

M3 - Journal article

VL - 124

SP - 254

EP - 265

JO - Industrial Marketing Management

JF - Industrial Marketing Management

SN - 0019-8501

ER -