Managerial Social Networks and Ambidexterity of SMEs: The Moderating Role of a Proactive Commitment to Innovation
研究了中小企业高层管理者内外部社交网络的广泛性如何促进企业双元能力，并发现主动创新承诺会增强这一作用，对关注中小企业创新与战略管理的学者有参考价值。
Organizational research suggests that ambidexterity is attainable if top managers cultivate collective behavioral routines that enable them to synthesize large amounts of information and decision alternatives, and manage conflict and ambiguity. However, the type of information and knowledge sources that enable top managers to meet the knowledge demands of ambidexterity remains poorly understood. Toward that end, we argue that the extensiveness of top managers’ social networks inside and outside the firm, on an integrative basis, can offer the dual knowledge benefits conducive to ambidexterity. Because ambidexterity entails the firm's departure from existing products, technologies, and practices, we further argue that the contribution of extensive networks to ambidexterity is conditional upon the collective volition of top managers to parlay extensive network opportunities into innovative pursuits. From a study of CEOs and top management teams in SMEs operating in technology‐based industries, we find support for both a network extensiveness effect and the moderating role of a proactive commitment to innovation in shaping this effect. © 2015 Wiley Periodicals, Inc.