Unleashing the dynamics of product-market ambidexterity in the pursuit of international opportunities: Insights from emerging market firms |
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| Institution: | 1. Department of Marketing, International Business & Strategy, Goodman School of Business, Brock University, St. Catharines, Ontario, Canada;2. School of Business, Beijing University, Beijing, China;3. Marketing and International Business, School of Business, Nankai University, Tianjin, China;4. School of Business, The Hang Seng University of Hong Kong, Lee Quo Wei Academic Building, Siu Lek Yuen, Shatin, Hong Kong;1. National Research Base of Intelligent Manufacturing Service, Chongqing Technology and Business University, Chongqing, 400067, China;2. School of Business Management, Hongik University, Sejong, 30016, South Korea;3. Leeds University Business School, The University of Leeds, Leeds, LS2 9JT, UK;4. College of Business, Hankuk University of Foreign Studies, 270, Imun-dong, Dongdaemun-gu, Seoul, 130-791, South Korea;1. Vienna University of Economics and Business, Institute for International Marketing Management, Welthandelsplatz 1, Building D2, Entrance A, 2nd floor, 1020 Vienna, Austria;2. Department of Business and Public Administration, University of Cyprus, University Avenue 1, P.O. Box 20537, CY-1678 Nicosia, Cyprus;3. School of Management and Business, King’s College London, Franklin-Wilkins Building, 150 Stamford Street, London SE1 9NH, UK;1. Durham University Business School, Mill Hill Lane, Durham, DH1 3LB, UK;2. Hunan University of Technology and Business, Yuelu Avenue, Changsha, Hunan, 410205, China;3. Surrey University, Stag Hill, University Campus, Guildford, GU2 7XH, UK;1. School of Marketing and Communication, University of Vaasa, Finland;2. School of Business and Economics, Linnaeus University, Sweden;1. Research School of Management, The Australian National University, Australia;2. The University of Sydney Business School, The University of Sydney, Australia;3. School of Management, Chongqing Technology and Business University, China |
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| Abstract: | Extending the current debate surrounding ambidexterity, this study examines how emerging market firms pursue international opportunities by leveraging the dynamics of strategic ambidexterity in product and market domains. The investigation draws on longitudinal and multiple sources of data from four Chinese multinational firms. Two follow traditional or incremental internationalization pathways, whilst the other two pursue rapid or accelerated internationalization. The study offers a more dynamic perspective to help understand the evolving nature of ambidexterity with respect to the routes of strategic product and market development options. In particularly, the findings reveal that incremental internationalization is characterized by structural ambidexterity combining product exploitation with market exploration at the initial stages, whereas accelerated internationalization is best explained by market exploration and exploitation (or market ambidexterity) when first entering foreign markets. Moreover, firms were found to maintain strategic priorities through structural and punctuated ambidexterity across product and market domains at later stages of internationalization. This study contributes to the dynamic perspective of strategic ambidexterity for seizing international opportunities among emerging market firms. |
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| Keywords: | Ambidexterity Dynamic capability Internationalization International entrepreneurship Product-market domain Emerging market firms |
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