• Journal of Korea Trade
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• v.24 no.1
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• pp.99-112
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• 2020

Purpose - With the increasing uncertainty of China's domestic political and economic environment in recent years, Korean MNC subsidiaries in the Chinese market face greater challenges and competition. Based on the insufficiency of existing research and the need for enterprise management practices, this paper uses the Chinese subsidiaries of Korean MNCs as an example to study and explore how knowledge management and dynamic capabilities affect ambidextrous innovation and the relationship between ambidextrous innovation and subsidiary performance. Design/methodology - From January to March 2019, this study collected 341 valid questionnaires using a survey company specializing in China for the members of the Chinese subsidiaries of Korean MNCs to verify the hypotheses. Using the collected data, the study model was verified using the Smart PLS 3.0 statistical package. Findings - Knowledge transfer and knowledge sharing have positive effects on dynamic capabilities and ambidextrous innovation, and dynamic capabilities have a positive impact on ambidextrous innovation. Ambidextrous innovation has been shown to have a significant effect on subsidiary performance. In addition, a partial mediating effect of dynamic capabilities on the relationship between knowledge management and ambidexterity innovation was found. Originality/value - In the academic context, this paper contributes theoretically to the relationship between knowledge management and ambidextrous innovation, as well as the mechanism of dynamic capability, and to verify the relationship between ambidextrous innovation and corporate performance. Against the background of MNC management, the results of this study provide further enlightenment for managers of subsidiaries.

• Proceedings of the Safety Management and Science Conference
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• 2012.11a
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• pp.253-268
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• 2012

Recently, creative innovation has become a major topic in management innovation and due to this, various researches on its need and methodologies are being performed. According to previous studies on ambidexterity, explorative innovation is closer to divergent and right-sided brain, while exploitative innovation is closer to convergent and left-sided brain. Topic was to identify preceding element which affects Ambidextrous Innovation. For this topic, 129 Six Sigma projects from 19 different companies were collected. Ambidextrous index from preceding studies was used. This index represents the degree of ambidextrous activation and can be calculated by multiplying cumulative usage of exploitative tools with that of explorative tools. In the project characteristics, simple linear regression result showed leadership degree, team's vitalization degree and leader capability degree have effect in positive direction.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.4
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• pp.175-192
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• 2020

This study analyzed the effects of corporate dynamic capabilities on enterprise performance by using ambidextrous innovation activities as mediators, focusing on SME employees. The sub-variables of dynamic capabilities were divided into opportunity exploration capability, resource acquisition capability, and resource reconstruction capability. 282 questionnaires collected from small and medium-sized enterprises residing in the metropolitan area were used for empirical analysis. SPSS v22.0 and Process macro v3.4 were used to analyze the parallel multiple mediation model. First, the results of the analysis showed that opportunity exploration capability, resource acquisition capability had a positive (+) effect on the ambidextrous innovation activities, and the effect of resource reconstruction capability on ambidextrous innovation activities was not significant. Second, the ambidextrous innovation activities had a significant effect on the enterprise performance. Third, it was found that opportunity exploration capability and resource acquisition capability had a positive (+) effect on enterprise performance, and the effect of resource reconstruction capability on enterprise performance was not significant. Fourth, the ambidextrous innovation activity mediated the relationship between opportunity exploration capability and enterprise performance. Fifth, the ambidextrous innovation activity mediated the relationship between resource acquisition capability and enterprise performance. Sixth, the ambidextrous innovation activity did not mediate the resource reconstruction capability and the enterprise performance. As a follow-up study, it is necessary to find third mediators besides the mediators used in this study, analyze the serial mediation model through these, and study for the moderated mediation analysis through the conditional process model in which the moderator is introduced.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.1
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• pp.25-34
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• 2022

Established and new companies face similar business challenges in achieving performance and competitiveness. Furthermore, several empirical studies using competitive advantage resource-based view theory show that established companies achieve performance and competitiveness with breakthrough innovations. Similarly, new business ventures with limited resources must incorporate breakthrough innovations to achieve performance and competitiveness. Therefore, this study aimed to examine the impact of ambidextrous innovation on new venture performance and competitiveness. It used an online survey to collect data from 178 newly established shipping agency companies in 22 provinces in Indonesia. Data was analyzed using multivariate analysis with WarpPLS 7.0, where the analysis unit was an organization represented by a director. The results showed that ambidextrous innovation positively and significantly affects firm performance and new venture competitiveness. This means that ambidextrous innovation that emphasizes adaptation and development improves the firm's internal business processes, even with limited resources. Moreover, it increases new ventures' competitiveness in responding to threats and taking advantage of market opportunities. These results contribute to the competitive advantage resource-based view theory, specifically for new venture empirical examination. Also, they contribute to practical implications in the transportation business, demonstrating that exploitative breakthrough innovation can improve new venture competitiveness and performance.

• Journal of Technology Innovation
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• v.23 no.4
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• pp.205-244
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• 2015

In response to the recent rapid technological and market changes, the importance of the design of ambidextrous organization has been increasingly emphasized as one of the dynamic capabilities. Firms that show a high performance in the rapid technological and market changes appear to design and implement ambidextrous organization successfully. They have achieved both exploitative competence for continuous innovation with product development and exploratory competence for discontinuous innovation with new market and new technologies. We have examined why and how to design and operate ambidextrous organizations and the effects of ambidextrous organizational characteristics on the performance from structural, contextual and leadership perspectives. We conducted case studies on 3 Korean firms that showed different characteristics of industrial product, company size, etc. Longitudinal case studies exhibit different processes of design and operating ambidextrous organization according to innovative strategy and industrial characteristics.

• The Journal of the Korea Contents Association
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• v.16 no.9
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• pp.713-725
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• 2016

Ambidextrous innovation is defined as the innovation capacity to pursue simultaneously both exploration and exploitation. Based on the organization learning and innovation management literature, the ambidexterity hypothesis predicts that ambidextrous innovation would enhance firm performance. This study attempts to verify the ambidexterity hypothesis in the context of TV drama production industry. TV drama producers' ambidextrous innovation is conceptualized as the simultaneous pursuit of exploratory and exploitative approaches in selecting genres of dramas. Data collected from 57 drama producers in 714 Korean TV drama projects between 1994 and 2009 support the ambidextrous hypothesis. The interaction between exploratory and exploitative approaches in genre selection is indeed positively related to the drama performance in terms of the viewing rate. Such results suggest that managers ought to manage high levels of both exploratory and exploitative innovation simultaneously in order to cope with increasing uncertainty, especially in highly uncertain cultural industry.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.11
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• pp.737-746
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• 2020

A new business venture faces intense competition in a dynamic environment. To survive, new business ventures and established companies both need to generate creativity and significant new ventures to be highly competitive and have high levels of performance. In this study, we examined new business ventures that determined their competitiveness and performance generated from entrepreneurial creativity and mediated by ambidextrous innovation. This research used survey data collected from 143 Indonesian's new business shipping agencies, which was collected using an online survey and analyzed through structural equation modeling. The results showed that entrepreneurial creativity in new business ventures is positively associated with competitive advantage but not significant to create a competitive advantage. In contrast, entrepreneurial creativity is positively associated with firm performance. This result indicates that efforts to generate entrepreneurial creativity are not sufficient to create a competitive advantage despite having a significant influence on firm performance. However, entrepreneurial creativity is significantly and positively associated with firm performance and competitive advantage when mediated by ambidextrous innovation. The findings of this study suggest that the competitive advantage of a new business venture in facing intense competition in a dynamic environment condition can be overcome by generating strategic action in the form of entrepreneurial creativity and ambidextrous innovation.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.711-721
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• 2021

A firm's competitive advantage generating from empowering its dynamic capabilities is very important for established companies and new business ventures in facing intense competition and in responding to unanticipated environmental changes. This study aims to investigate the relationship between dynamic capabilities of a new business venture and its competitive advantage and the effect of entrepreneurial creativity and ambidextrous innovation mediation on the relationship between dynamic capabilities and the competitive advantage of a new business venture. Data was collected using an online survey from 143 new Indonesian shipping agency companies that spread over two-thirds of Indonesia's territory and was analyzed using structural equations modeling (SEM). The results showed that the dynamic capabilities of new business ventures are positively associated with competitive advantage but not significantly. This result indicates that empowering a new business venture's dynamic capability is not sufficient to generate a competitive advantage. However, a new business venture's dynamic capability is significantly and positively associated with the competitive advantage when mediated by entrepreneurial creativity and ambidextrous innovation. The findings of this study suggest that the competitive advantage of a new business venture can be gained from empowering a firm's dynamic capabilities through mediating entrepreneurial creativity and ambidextrous innovation in facing intense competition and in responding to unanticipated environmental changes.

• Journal of the Korea Safety Management & Science
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• v.12 no.3
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• pp.237-247
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• 2010

Global financial crisis at 2008 bring about the great change to the company itself and its environment. In these days, the company needs change to the ambidextrous organization, which have more efficiency processes also have more attractive products and services. Ambidextrous organization purse exploiting and exploration innovation program. For the existing process's incremental and rapid improvement, the exploiting innovation programs are used such as 6 Sigma program and so on. For the new business model's searching and developments, the exploration innovation programs are used such as blue ocean program and brainstorming and so on. In this paper is presented the new procedures, for the new business model development, combining exploration and exploiting innovation programs. To obtain the creative business ideas, various exploration methodologies are adopted based on 6 Sigma's methodology, The new procedures are applied to the venture company and examined its validity.

• Journal of Digital Convergence
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• v.15 no.10
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• pp.133-150
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• 2017

In this study, the performance of the technological innovation of small and medium enterprises is divided into short-term aspects of technological innovation and long-term aspects of ambidextrous innovation, and the effects of dynamic capabilities affecting these achievements are explored. For the purpose of conducting empirical analysis, the survey conducted a survey of 219 small businesses belonging to various industries, and dynamic capabilities performed a parallel multi-parameter analysis to demonstrate the effectiveness of technological innovation performance, including exploratory innovation and exploitative innovation. Through this study, it aims to understand the dynamic capabilities of the small and midsize enterprises and provide suggestions on how to manage of the company, thereby improving the understanding of dynamic capabilities and helping to improve the management of small and medium-sized enterprises.