Drivers of innovation ambidexterity in small- to medium-sized firmsYi‐Ying Chang, Mathew Hughes2011-09-08articleEuropean Management Journal334 citationsgreenNo readable copy stored yet — this record is metadata only.Innovation and Knowledge ManagementFirm Innovation and GrowthEmployee Performance and LeadershipAbstractNo abstract was published for this record.Citations in this libraryStored only when both papers are in the corpus — 334 citations exist upstream.References2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1991Exploration and Exploitation in Organizational Learning1994A Dynamic Theory of Organizational Knowledge Creation1992Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology1977Estimating Nonresponse Bias in Mail Surveys1984Upper Echelons: The Organization as a Reflection of Its Top Managers1996Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance2007Mail and internet surveys : the tailored design methodCited by2021Circular economy and digital capabilities of SMEs for providing value to customers: Combined resource-based view and ambidexterity perspective2019What explains the resilience of SMEs? Ambidexterity capability and strategic consistency2019Management innovation: A systematic review and meta-analysis of past decades of research2020Modified Carroll’s pyramid of corporate social responsibility to enhance organizational performance of SMEs industry2021Toward a Business Resilience Framework for Startups2020Corporate social responsibility, innovation capability and firm performance: evidence from SME2020Organizational learning ambidexterity and openness, as determinants of SMEs' innovation performance2020Organizational ambidexterity, green entrepreneurial orientation, and environmental performance in SMEs context: Examining the moderating role of perceived CSR