TY - JOUR
T1 - Online-offline channel integration and innovation ambidexterity
T2 - Roles of top management team and environmental dynamism
AU - Li, Yang
AU - Chen, Meng
AU - Cai, Zhao
AU - Liu, Hefu
N1 - Funding Information:
This work was supported by National Natural Science Foundation of China (Grant No. 72002062, 72001155, and 71971202).
Publisher Copyright:
© 2023 Elsevier Inc.
PY - 2023/5
Y1 - 2023/5
N2 - Although online–offline channel integration (OOCI) critically enables innovation ambidexterity (i.e., simultaneous exploitative and exploratory innovation), few studies have examined this phenomenon and its boundary conditions. Based on dynamic capabilities theory (DCT) and using archival data and matched survey data from 1,364 top managers of 341 Chinese firms, we observed a U-shaped effect of OOCI on innovation ambidexterity, weakened and flipped by CEO–TMT exchange quality but strengthened and flipped by environmental dynamism. This study expands on the omnichannel management literature by explaining how OOCI drives innovation ambidexterity in an organizational context.
AB - Although online–offline channel integration (OOCI) critically enables innovation ambidexterity (i.e., simultaneous exploitative and exploratory innovation), few studies have examined this phenomenon and its boundary conditions. Based on dynamic capabilities theory (DCT) and using archival data and matched survey data from 1,364 top managers of 341 Chinese firms, we observed a U-shaped effect of OOCI on innovation ambidexterity, weakened and flipped by CEO–TMT exchange quality but strengthened and flipped by environmental dynamism. This study expands on the omnichannel management literature by explaining how OOCI drives innovation ambidexterity in an organizational context.
KW - CEO–TMT exchange quality
KW - Dynamic capabilities theory
KW - Environmental dynamism
KW - Innovation ambidexterity
KW - Online–offline channel integration
UR - http://www.scopus.com/inward/record.url?scp=85149252671&partnerID=8YFLogxK
U2 - 10.1016/j.jbusres.2023.113792
DO - 10.1016/j.jbusres.2023.113792
M3 - Article
AN - SCOPUS:85149252671
SN - 0148-2963
VL - 160
JO - Journal of Business Research
JF - Journal of Business Research
M1 - 113792
ER -