| Summary: | 碩士 === 國立成功大學 === 企業管理學系 === 102 === In order to retain the performance and sustain competitive advantage, firms need to appropriate their strategies. Many scholars have already discussed the relationship between performance and the ability to jointly pursue both exploration and exploitation. However, the relationship between ambidexterity and performance in resources constrained SMEs is seldom examined. Moreover, there is a disproportionate gap in the antecedents of ambidexterity and its performance outcome in the context of internationalization which calls for more discussion.
Therefore, this study selected 225 Taiwanese SMEs from 2008 to 2012 as research samples, discussing the driver s of ambidexterity as this study proposed, including network relationship, learning capacity, top management team heterogeneity. In addition, this study further examines the effect of interaction between degree of internationalization and ambidexterity strategy on firm performance. Using STATA 10 as analysis tool with five-year panel data, the research does several tests and builds regression models to verify the hypothesis . The empirical results indicate that: (1) Learning capacity and top management team heterogeneity are positively associated with ambidexterity; (2) the ambidexterity–performance relationship is characterized by S-shaped; (3) the degree of internationalization in fact has a inverted U-shaped moderating effect on the relationship between ambidexterity and performance.
Firm should take the antecedents into consideration and adopt ambidexterity strategies adequately in pursuit of superior performance.
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