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This study aims to explore the relationship between geographic search and business model innovation and proposed a contingent framework to focus on how governmental networking and environment turbulence are interdependent moderate the relationship between geographic search and business model innovation.

A large-scale questionnaire survey was carried out among the firms in three high-tech parks of the Pearl River Delta, with a total of 287 firms as empirical samples. Hypotheses are tested using ordinary least squares analyzes on hierarchical multiple regression to find out how geographic search can drive business model innovation generations.

The empirical results showed that the more frequent geographic search is, the more favorable it is for firms to generate innovative business models, and firms may be more effective in geographic searching and business model innovation with better governmental networking. However, the above relationship may be weakened if the environment turbulence in emerging markets is further considered. It was argued that firms must take into account both the positive effects of governmental networking and the negative effects of environmental turbulence in conducting a geographic search for external knowledge resources to generate innovative business models. The study results showed how and why governmental networking can be a key catalyst for firms to generate innovative business models.

This study contributes to the business model innovation literature by documenting the large-scale survey evidence that confirms the practicality of geographic search in the business model innovation generations. The findings advance previous studies in the business model innovation by identifying the moderating roles of governmental network and environment turbulence that predict business model innovation behaviors in the emerging market.

The results indicate that the geographic search can be easily operationalized for external resources acquisitions by managers in generating business model innovation. This has applications for external resource acquisitions on the basis of business model innovation in the emerging China market. In addition, to facilitate the business model innovation generations, the focus should be on critical contingency factors; on the one hand, to promote the continued use of external resources, the focus should be on enhancing benefits such as governmental networking.

The findings extend existing theory in three ways as the original value. First, the results show that geographic search is an important driver of business model innovation generations in an emerging market context. Second, this study is the first to take organizational learning and open innovation perspective to examine geographic search as a boundary-spanning search of external resources in business model innovation generations. Third, this study also explores the moderator role of governmental network and environmental turbulence on how to strengthen or impair the geographic search and business model innovation generations.

This study aims to argue that manufacturers with more exploration orientation (compared to exploitation orientation) have higher degrees of export marketing internalization (EMI) of branding and channels.

The authors use a multisource survey collecting data from 161 Taiwanese high-tech manufacturers in emerging markets.

The results show that manufacturers with more exploration orientation have higher degrees of EMI of both branding and channels. This work also reveals that relational ties with supply chain peers can strengthen this proposed positive effect on the EMI of channels while weakening the positive proposed effect on the EMI of branding.

Accordingly, this study enriches the resource-based view (RBV) literature by showing how firms’ unique resource portfolios affect their adopted EMI strategies in two ways: (1) firms design their EMI based on their value maximization of core competences (e.g. ambidexterity capability), and (2) firms face resource inconsistency when designing their EMI of different marketing activities.

Drawing upon insights from knowledge-based theory and the learning perspective, this study aims to explore safeguarding strategies in open innovation. Geographic diversity and collaborative breadth can effectively protect proprietary innovations that limit knowledge leakage concerns.

Using a cross-industry sample from the Taiwanese Technological Innovation Survey III, which covered 1,519 firms, the authors investigate the conditions under which partnership portfolios affect radical innovation.

The findings suggest that the partnership portfolio has an inverted U-shaped influence on radical innovation and that this relationship is moderated by geographic diversity and collaborative breadth. This work identifies a balance in the tension between diverse partnership portfolios and knowledge leakage with regard to open innovation activities.

This study provides senior managers with an indication of the relationships between partnership portfolios and innovative knowledge protection, identifying the geographic diversity and collaborative breadth that serve as safeguards to prevent leakages of a firm’s innovative knowledge.

This study makes an original contribution to the empirical exploration of innovation knowledge protection and provides new insights into the field of open innovation. The authors, thus, balance the tension between partnership portfolios and knowledge leakage.

Openness to external knowledge has recently gained popularity as a means for firms to complement and leverage internal knowledge in the pursuit of innovation outcomes. However, conflicting evidence exists regarding the role of openness in external knowledge acquisition. This paper aims to propose that openness to external knowledge has a nonlinear effect on innovation performance and that this nonlinear relationship is contingent on an ambidextrous knowledge search strategy.

Based on original large-scale survey of 246 interfirm collaborations in the high-technology industry, it is found that the impact of openness to external knowledge on innovation performance exhibits an inverted-U shape and that this relationship is affected by an ambidextrous knowledge search strategy.

The results indicate that an ambidextrous knowledge strategy that addresses the depth and breadth of external knowledge significantly influences a firm’s ability to derive benefits from increased openness to external knowledge. Empirically, the authors provide an original contribution to high-technology firms by exploring how and why an ambidextrous knowledge strategy can be a critical catalyst spurring innovation performance.

The research scope is limited to a single industry. Further research could extend the theoretical framework to multiple industries, which may increase the likelihood of innovation theory development.

The results suggest that firms opening up the boundaries of their innovation activity to engage in external knowledge are able to leverage their in-house innovation to enhance their innovation performance. The authors advocate that in innovation management domains, greater emphasis is needed on how openness to external knowledge has more positive impacts not only on innovation performance but also on innovation implemented management.

This study is among the first to investigate the ambidextrous knowledge search effect on the external knowledge of high-technology firms. This paper contributes to the theoretical and practical literature concerning openness innovation and knowledge management by reflecting on the ambidextrous knowledge search strategy.

This study aims to examine the relationships among open innovation, organizational ambidexterity and firm performance. One important aspect of open innovation is that it enables a firm to develop its organizational ambidexterity capability and become more efficient in using this capability to improve its performance.

The authors introduce a moderated mediation theoretical framework to reveal the bridging role of organizational ambidexterity in the effect of open innovation on firm performance. The theoretical model is empirically validated using survey data from 215 high-tech firms.

The authors find that open innovation plays a moderating role in the relationship between organizational ambidexterity and firm performance. Furthermore, organizational ambidexterity plays a significant mediating role in the relationship between open innovation and firm performance, and open innovation has a nonlinear, inverse U-shaped moderation effect on the relationship between organizational ambidexterity and firm performance.

This is one of the first studies to undertake a moderated mediation analysis by highlighting the mediating role of organizational ambidexterity and the moderating role of open innovation in influencing firm performance. The authors make a theoretical contribution to the field of open innovation and organizational behavior, and the authors provide concrete and feasible decision-making suggestions to decision makers adopting open innovation.

The empirical results can help high-tech firm managers ascertain the organizational ambidexterity practices that can be employed and determine the level of open innovation to enhance firm performance.

This research provides new insights into whether and how firms can grasp the benefits of organizational ambidexterity to undertake open innovation activities. The findings not only contribute to advancing the mediating effect of organizational ambidexterity but also verify the inverse U-shaped moderation of open innovation in the relationship between organizational ambidexterity and firm performance.

Drawing upon an integrative perspective from intellectual capital theory with upper echelon theory, we examined how intellectual capital affects resource integration capability and subsequent strategic decision-making under weak versus strong top management team (TMT) involvement behavior. The purpose of this study was to investigate the relationships between intellectual capital and strategic decision-making and the mediated moderating effect between intellectual capital and decision-making on small- and medium-sized enterprises (SMEs).

Using statistical empirical analysis, we tested our research hypotheses via large-scale survey data from 323 SMEs. A regression analysis was applied to intellectual capital, resource integration capability and TMT involvement behavior to estimate their influence on strategic decision-making.

Our findings suggest that the positive effect of intellectual capital on strategic decision-making via resource integration capability is conditional on TMT involvement behavior, underscoring the role of resource integration capability and TMT involvement behavior in intellectual capital. The results also indicate that intellectual capital and resource integration capability strengthen positive decision-making relationships. Furthermore, TMT involvement behavior strengthens the positive interaction effect of intellectual capital with resource integration capability.

Intellectual capital is a critical and preeminent strategic resource for strengthening strategic decision-making, especially for SMEs. Notably, trends related to intellectual capital can be used to explore the management of SMEs and the corresponding contributions to and improvements in strategic decision-making. Specifically, intellectual capital can be used by SME management teams to formulate and implement relevant strategic decisions and enhance the effectiveness of decision-making, which are critical steps for success in decision-making processes.

This research explored the relationships among intellectual capital, resource integration capability, TMT involvement behavior and strategic decision-making in a comprehensive mediated moderation model; it is the first known study to highlight that intellectual capital can enhance strategic decision-making and provide managerial implications regarding how to align resource integration capability and TMT involvement behavior while performing strategic decision-making.

The purpose of this paper is to investigate alliance partner diversity (APD) as a driving force that potentially enhances firms’ innovation generation (IG) in interfirm open alliance contexts. The authors propose that APD enhances IG but that the effects depend on both alliance network position and the double-edged external knowledge search strategy. Building on the knowledge-based view and social capital theory, the authors formally model how external knowledge search strategies can lead to productive or destructive acquisitions of external knowledge in interfirm open alliance networks. The authors theorize that when an individual firm adopts a central position in a complex interfirm open alliance network, its propensity toward beneficial IG depends on its knowledge search strategy (i.e. its breadth and depth) due to the joint influence of network position and knowledge search strategy on innovation.

Using an original large-scale survey of high-tech firms, this study shows that the relationship between partner diversity and IG is contingent on a firm’s network position and knowledge search strategy. The authors also offer an original analysis of how knowledge search strategy (i.e. its breadth and depth) in network centrality (NC) affects the efficacy of knowledge acquisition in interfirm open alliance networks. Empirically, the authors provide an original contribution to the open innovation literature by integrating social capital and knowledge-based theory to rigorously measure firm IG.

Overall, our findings suggest that the knowledge search strategy imparts a double-edged effect that may promote or interfere with external knowledge in IG in the context of the diversity of alliance partners.

The work has important limitations, such as its analysis of a single industry in the empirical models. Therefore, further studies should consider multiple industries that may provide useful insights into innovation decisions.

External knowledge search is valuable, particularly in the high-tech industry, as external knowledge acquisition generates innovation output. This study serves to raise managers’ awareness of various approaches to external knowledge searches and highlights the importance of network position in knowledge acquisition from interfirm open alliance collaborations.

This paper is the first to investigate the double-edged effect of knowledge search on interfirm open alliance networks. It also contributes to the theoretical and practical literature on interfirm open alliance networks by reflecting on external knowledge search and underlying network centrality and APD factors.

Drawing on social capital theory, we extend the concept of supply chain capital to examine whether structural and relational capital can strengthen the complementary capabilities of suppliers and enhance their performance.

The empirical study was conducted on 161 precision mold equipment suppliers. To evaluate the mediated moderation model of supply chain capital, we applied multiple linear regression to test our hypotheses.

We found that both structural and relational capital positively affect the complementary capabilities of suppliers and that these capabilities mediate the relationship between supply chain capital and supplier performance. Furthermore, structural capital positively and significantly moderates the mediating effect on the relationship between complementary capabilities and supplier performance.

This study provides suggestions for suppliers that are equipped with sufficient structural and relational capital to effectively enhance their complementary capabilities. By considering the interaction between structural capital and complementary capabilities, suppliers can effectively improve their performance.

This novel research develops a theoretical model to examine the antecedents and consequences of supplier complementary capabilities. We contribute to a new line of research on supply chain capital, which aims to explore how it affects the complementary capabilities of suppliers by examining a practical supply chain activity setting.

How in essence a firm’s service innovation affects its performance is always an intriguing and important issue to business researchers and practitioners. However little is known about the moderating effects of a firm’s approach to innovation and capability of marketing orientation that influence this aforementioned relationship and the underlying mechanisms. This paper aims to examine how ambidextrous innovation (exploration and exploitation innovation) and market orientation capabilities (market-sensing and customer-linking capabilities) can shape the relationship between service innovation and firm performance. Research model was developed based on theoretical foundation of the resource-based view and the rationed perspective.

Using an original data set comprising 170 service-oriented firms from Taiwan, the authors found that ambidextrous innovation and market orientation capabilities can significantly enhance performance for service-oriented firms. The authors used the traditional ordinary least squares regression and the zero-inflated Poisson regression to test the five hypotheses.

The empirical results fully support the hypotheses that ambidextrous innovation and market orientation capabilities can significantly enhance firm performance. These results imply that the benefits of ambidextrous innovation and market orientation capabilities can coexist in a service innovation deployment and that these combined benefit firm performance.

The ambidextrous innovation and market orientation capabilities play catalytic roles during innovative service implementation in the service-oriented sectors. The roles of these factors have rarely been examined together before. Hence, this study addresses the gaps in current understanding and provides valuable insights, particularly in the context of the future service innovation deployment. In addition, the theoretical and managerial implications of the findings provide useful and valuable information for both the researchers and managers of the service-oriented.

The purpose of this paper is to examine the roles of four distinct but related aspects of psychological capital – optimism, hope, self-efficacy and resilience – in facilitating employee creativity. Drawing on the psychological capital perspective and the creativity literature, we propose that optimism and hope increase employee self-efficacy and resilience, which benefits employee creativity. Moreover, the authors hypothesize that self-efficacy and resilience have mediating roles in the psychological capital context, which, in turn, has a positive effect on individual employees’ creativity.

Data were obtained from a survey of multiple manufacturing firms on individual employee psychological capital and creativity. Structural equation modeling was used to test the hypotheses regarding psychological capital and creativity in a sample of 468 individual employees.

The results provide evidence that only resilience plays a mediating role between optimism and hope and employee creativity. The authors found that psychological capital is positively related to employee creativity.

These findings provide guidance for understanding how to better address the psychological capital that contributes to employee creativity in the workplace. Specifically, this study provides a rationale for facilitating the development of employee creativity by exposing the effect and path of psychological capital.

This study is the first to examine the antecedents and mediating role of four distinct yet correlated dimensions of psychological capital on employee creativity. The findings of this study contribute to the theoretical development of a conceptual model that investigates the black box of the four aspects of psychological capital and creativity.