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Ambidextrous Leadership for SMEs in the COVID-19 Era
16 references·1 citing·51 second hop
Ambidextrous Leadership for SMEs in the COVID-19 Era (2021)Ambidextrous Leadership for SMEs in the C…The use of digital technologies by small and medium enterprises during COVID-19: Implications for theory and practice (2020)The use of digital technologi…The Impact of Covid-19 on Small Business Owners: Evidence of Early-Stage Losses from the April 2020 Current Population Survey (2020)The Impact of Covid-19 on Sma…Small and Medium-Sized Enterprises (SMEs): The Engine of Economic Growth through Investments and Innovation (2020)Small and Medium-Sized Enterp…How to innovate toward an ambidextrous business model? The role of dynamic capabilities and market orientation (2020)How to innovate toward an amb…European SMEs amidst the COVID-19 crisis: assessing impact and policy responses (2020)European SMEs amidst the COVI…Exploring the relationship between big data analytics capability and competitive performance: The mediating roles of dynamic and operational capabilities (2019)Exploring the relationship be…Determinants of innovation capability: the roles of transformational leadership, knowledge sharing and perceived organizational support (2019)Determinants of innovation ca…The role of CEO transformational leadership and innovation climate in exploration and exploitation (2018)The role of CEO transformatio…Innovation, Dynamic Capabilities, and Leadership (2018)Innovation, Dynamic Capabilit…Dynamic capabilities, creativity and innovation capability and their impact on competitive advantage and firm performance: The moderating role of entrepreneurial orientation (2018)Dynamic capabilities, creativ…Innovation with Limited Resources: Management Lessons from the G erman M ittelstand (2017)Innovation with Limited Resou…Do General Managerial Skills Spur Innovation? (2017)Do General Managerial Skills …Enabling service innovation: A dynamic capabilities approach (2012)Enabling service innovation: …Explaining the heterogeneity of the leadership-innovation relationship: Ambidextrous leadership (2011)Explaining the heterogeneity …Drivers of innovation ambidexterity in small- to medium-sized firms (2011)Drivers of innovation ambidex…How Do Corporations Embed Sustainability Across the Organization? (2010)How Do Corporations Embed Sus…Ambidextrous leadership, social capital, creative behaviour and well-being: a mediation-moderation model (2023)Ambidextrous leadership, soci…Exploration and Exploitation in Organizational Learning (1991)DETERMINANTS OF INNOVATIVE BEHAVIOR: A PATH MODEL OF INDIVIDUAL INNOVATION IN THE WORKPLACE. 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The case of medical supplies (2020)SMEs and exogenous shocks: A conceptual literature review and forward research agenda (2021)SMEs in Covid-19 Crisis and Combating Strategies: A Systematic Literature Review (SLR) and A Case from Emerging Economy (2022)Investment in Human Capital: A Theoretical Analysis (1962)Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited (2003)Founding‐Family Ownership and Firm Performance: Evidence from the S&P 500 (2003)The Influence of Corporate Social Responsibility on Investment Efficiency and Innovation (2015)A Text-Based Analysis of Corporate Innovation (2020)Digital M&A, digital innovation, and firm performance: an empirical investigation (2020)The structural reshaping of globalization: Implications for strategic sectors, profiting from innovation, and the multinational enterprise (2019)Artificial Intelligence and emerging digital technologies in the energy sector (2021)How does the digital transformation drive digital technology innovation of enterprises? Evidence from enterprise's digital patents (2024)Innovation practices for survival of small and medium enterprises (SMEs) in the COVID-19 times: the role of external support (2021)SMEs and digital transformation during a crisis: The emergence of resilience as a second-order dynamic capability in an entrepreneurial ecosystem (2022)Dynamic digital capabilities and supply chain resilience: The role of government effectiveness (2023)
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References

  • 2011Explaining the heterogeneity of the leadership-innovation relationship: Ambidextrous leadership1,170 cited
  • 2019Exploring the relationship between big data analytics capability and competitive performance: The mediating roles of dynamic and operational capabilities1,101 cited
  • 2018Dynamic capabilities, creativity and innovation capability and their impact on competitive advantage and firm performance: The moderating role of entrepreneurial orientation852 cited
  • 2018Innovation, Dynamic Capabilities, and Leadership796 cited
  • 2020The use of digital technologies by small and medium enterprises during COVID-19: Implications for theory and practice680 cited
  • 2012Enabling service innovation: A dynamic capabilities approach625 cited
  • 2019Determinants of innovation capability: the roles of transformational leadership, knowledge sharing and perceived organizational support557 cited
  • 2020Small and Medium-Sized Enterprises (SMEs): The Engine of Economic Growth through Investments and Innovation546 cited
  • 2020European SMEs amidst the COVID-19 crisis: assessing impact and policy responses524 cited
  • 2017Do General Managerial Skills Spur Innovation?522 cited
  • 2017Innovation with Limited Resources: Management Lessons from the G erman M ittelstand447 cited
  • 2011Drivers of innovation ambidexterity in small- to medium-sized firms334 cited
  • 2010How Do Corporations Embed Sustainability Across the Organization?

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333 cited
  • 2018The role of CEO transformational leadership and innovation climate in exploration and exploitation254 cited
  • 2020How to innovate toward an ambidextrous business model? The role of dynamic capabilities and market orientation240 cited
  • 2020The Impact of Covid-19 on Small Business Owners: Evidence of Early-Stage Losses from the April 2020 Current Population Survey239 cited
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    • 2023Ambidextrous leadership, social capital, creative behaviour and well-being: a mediation-moderation model16 cited