{"title":"Increasing organisational ambidexterity: The role of entrepreneurs’ leadership styles and individual resilience","authors":"Simona Leonelli","doi":"10.1007/s10843-024-00358-5","DOIUrl":null,"url":null,"abstract":"<p>SMEs (small and medium enterprises) face the challenge of innovation to maintain competitiveness, balancing the exploitation of existing knowledge with the exploration of new avenues. This pursuit of organisational ambidexterity is crucial for SME survival and performance. However, limited research focuses on the antecedents of organisational ambidexterity activities, such as entrepreneurs’ behaviours and abilities. This paper integrates literature on exploration, exploitation, leadership styles, and individual resilience to understand how entrepreneurs shape organisational ambidexterity. Specifically, it explores the impact of leadership styles (i.e. transformational, transactional, and laissez-faire) on organisational ambidexterity and the moderating role of individual resilience. Through hierarchical regression analyses of 140 Italian entrepreneurs, the study finds that transformational leadership style positively influences organisational ambidexterity, and that individual resilience plays an important moderating role both in the case of transformational and transactional leadership styles. The paper emphasises the pivotal role of entrepreneurs as decision-makers in SMEs and investigates their leadership styles and resilience. Overall, the paper contributes to the discussion about the importance of the antecedents of exploration and exploitation activities, answering the call for a more in-depth investigation of the impact of entrepreneurs’ behaviours and abilities.</p>","PeriodicalId":51562,"journal":{"name":"Journal of International Entrepreneurship","volume":"30 1","pages":""},"PeriodicalIF":3.2000,"publicationDate":"2024-07-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of International Entrepreneurship","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1007/s10843-024-00358-5","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"BUSINESS","Score":null,"Total":0}
引用次数: 0
Abstract
SMEs (small and medium enterprises) face the challenge of innovation to maintain competitiveness, balancing the exploitation of existing knowledge with the exploration of new avenues. This pursuit of organisational ambidexterity is crucial for SME survival and performance. However, limited research focuses on the antecedents of organisational ambidexterity activities, such as entrepreneurs’ behaviours and abilities. This paper integrates literature on exploration, exploitation, leadership styles, and individual resilience to understand how entrepreneurs shape organisational ambidexterity. Specifically, it explores the impact of leadership styles (i.e. transformational, transactional, and laissez-faire) on organisational ambidexterity and the moderating role of individual resilience. Through hierarchical regression analyses of 140 Italian entrepreneurs, the study finds that transformational leadership style positively influences organisational ambidexterity, and that individual resilience plays an important moderating role both in the case of transformational and transactional leadership styles. The paper emphasises the pivotal role of entrepreneurs as decision-makers in SMEs and investigates their leadership styles and resilience. Overall, the paper contributes to the discussion about the importance of the antecedents of exploration and exploitation activities, answering the call for a more in-depth investigation of the impact of entrepreneurs’ behaviours and abilities.
期刊介绍：
Competition in international markets was traditionally the realm of large companies, with smaller firms tending to remain local or regional. Internationalisation was an expansion option of interest to some enterprises, but seldom was it a competitive necessity. Many opted to avoid the uncertainties of competing in foreign markets, and simply kept their firms small and local. Traditional internationalisation theories, therefore, focused mainly on large multinational corporations, and were less pertinent to smaller firms. With the liberalisation of trade, however, domestic firms are threatened by international competitors that are penetrating formerly protected markets. Nowadays, internationalisation affects everyone, whether or not they wish to internationalise themselves. The threats and opportunities of internationalisation must be addressed.
Globalisation is transforming the competitive environment of small and large players alike. As a result, internationalisation issues will continue to be increasingly important to business. Public policy agendas already include programmes to help entrepreneurs become successful at internationalisation. There is a growing need to understand internationalisation in the context of entrepreneurship, as well as large multinationals.
Knowledge of how, when and why firms internationalise - either incrementally or not - will surely be the focus of energetic researchers. Yet, up to now, academia has been lacking a journal dedicated to internationalisation issues. To fill this niche, the aforementioned editorial team wishes to offer an outlet for high-quality research addressing the opportunities and challenges intrinsic to internationalisation.
The primary audience for this journal will be researchers of entrepreneurship and international business. In addition, readership is certain to include business-people and policy-makers.
The editors invite submissions that analyse internationalisation, combining theore tical and empirical work. Researchers will be encouraged to conduct comparative studies, and to evaluate competing theories. The composition of the editorial team - including experts in international business and experts in entrepreneurship - is designed to avoid editorial bias. Every effort will be made to reach a first decision about a submission, within sixty days.
Officially cited as: J Int Entrep
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