The Influence Mechanism of Innovation Ambidexterity on International Subcontracting Enterprises' Exporting Performance: The Meditating Effect of Function Upgrade from OEM to ODM

PDF(1250 KB)

Journal of Central University of Finance & Economics ›› 2021, Vol. 0 ›› Issue (10) : 108-117.

WANG Sheng-hui, ZHANG Jing-hong

Author information +

History +

Abstract

Inrecent years,along with the changes in domestic and international business environments,the connection between international subcontracting enterprises' exporting performance improvement and innovation ambidexterity is envisaged.Nevertheless the extant literature provides no studies on this phenomenon.Drawing upon dynamic capability theory and organization learning theory,this paper developed a research model concerning the influence of innovation ambidexterity and function upgrade from OEM to ODM on international subcontracting enterprises' exporting performance,and employed questionnaire data to test the model by performing hierarchical multiple regression.The results show that:exploratory innovation,exploitative innovation and their balance have positive impacts on exporting performance,meanwhile function upgrade partly mediate the relationship between explorative innovation,the balance and exporting performance.This study is an initiative to explore the impact of innovation ambidexterity on international subcontracting enterprises' exporting performance.It reveals the relationship mechanism between these two constructs conceptually and empirically.It enriches the extant literature on transnational business and innovation management,and provides a theoretical implicationas to how international subcontracting enterprise improve exporting performance by embracing innovation ambidexterity.

Key words

International subcontracting enterprise / Innovation ambidexterity / Exporting performance / Function upgrade

Cite this article

EndNote

Ris (Procite)

Bibtex

Download Citations

WANG Sheng-hui, ZHANG Jing-hong. The Influence Mechanism of Innovation Ambidexterity on International Subcontracting Enterprises' Exporting Performance: The Meditating Effect of Function Upgrade from OEM to ODM[J]. Journal of Central University of Finance & Economics, 2021, 0(10): 108-117

References

[1] 江小涓,孟丽君.内循环为主、外循环赋能与更高水平双循环——国际经验与中国实践[J].管理世界,2021(1):1-18.
[2] Jean R J B.What Makes Export Manufacturers Pursue Functional Upgrading in an Emerging Market? A Study of Chinese Technology New Ventures[J].International Business Review,2014,23(4):741-749.
[3] Kaplinsky R,Morris M,Readman J.The Globalization of Product Markets and Immersing Growth Lessons from South African Furniture Industry[J].World Development,2002,30(7):1159-1177.
[4] Zou S,Taylor C R,Osland G E.The EXPERF Scale:A Cross-national Generalized Export Performance Measure[J].Journal of International Marketing,1998,6(3):37-58.
[5] Chen J,Sousa C M P,He X.The Determinants of Export Performance:A Review of the Literature 2006-2014[J].International Marketing Review,2016,33(5):626-670.
[6] Katsikeas C S,Leonidou L C,Morgan N A.Firm-level Export Performance Assessment:Review,Evaluation,and Development[J].Journal of the Academy of Marketing Science,2000,28(4):493-511.
[7] Gibson C B,Birkinshaw J.The Antecedents,Consequences,and Mediating Role of Organizational Ambidexterity[J].Academy of Management Journal,2004,47(2):209-226.
[8] Fourne S P L,Rosenbusch N,Mariano L M,et al.Structural and Contextual Approaches to Ambidexterity:A Meta-analysis of Organizational and Environmental Contingencies[J].European Management Journal,2019,37:564-576.
[9] O'Reilly C A,Tushman M L.Organizational Ambidexterity:Past,Present,and Future[J].Academy of Management Perspectives,2013,27(4):324-338.
[10] Solís-Molina M,Hernández-Espallardo M,Rodríguez-Orejuela A.Performance Implications of Organizational Ambidexterity Versus Specialization in Exploitation or Exploration:The Role of Absorptive Capacity[J].Journal of Business Research,2018,91:181-194.
[11] Vahlne J E,Jonsson A.Ambidexterity as a Dynamic Capability in the Globalization of the Multinational Business Enterprise(MBE):Case Studies of AB Volvo and IKEA[J].International Business Review,2017,26(1):57-70.
[12] Bustinza O F,Vendrell-Herrero F,Gomes E.Unpacking the Effect of Strategic Ambidexterity on Performance:A Cross-country Comparison of MNEs Developing Product-service Innovation[J].International Business Review,2020,29(6),101569.
[13] Hortinha P,Lages C,Lages L F.The Trade-off between Customer and Technology Orientations:Impact on Innovation Capabilities and Export Performance[J].Journal of International Marketing,2011,19(3):36-58.
[14] 黄新焕,王文平.动态能力、价值活动演化与代工企业转型[J].大连理工大学学报(社会科学版),2014(4):57-62.
[15] 康淑娟.知识创造、自主创新能力与代工企业价值链升级[J].技术经济与管理研究,2018(2):80-84.
[16] March J G.Exploration and Exploitation in Organizational Learning[J].Organization Science,1991,2(1):71-87.
[17] Eisenhardt K M, Martin J A.Dynamic Capabilities:What Are They? [J].Strategic Management Journal,2000,21,(10/11):1105-1121.
[18] He Z L,Wong P K.Exploration vs.Exploitation:An Empirical Test of the Ambidexterity Hypothesis[J].Organization Science,2004,15(4):481-494.
[19] Lee S U,Park G,Kang J.The Double-edged Effects of the Corporate Venture Capital Unit's Structural Autonomy on Corporate Investors' Explorative and Exploitative Innovation[J].Journal of Business Research,2018,88:141-149.
[20] Ferreira J,Coelho A,Moutinho L.Dynamic Capabilities,Creativity and Innovation Capability and Their Impact on Competitive Advantage and Firm Performance:The Moderating Role of Entrepreneurial Orientation[J].Technovation,2020,92-93,102061.
[21] Levinthal D A,March J G.The Myopia of Learning [J].Strategic Management Journal,1993,14(S2):95-112.
[22] Wei Z,Yi Y,Guo H.Organizational Learning Ambidexterity,Strategic Flexibility,and New Product Development [J].Journal of Product Innovation Management,2014,31(4):832-847.
[23] Raisch S,Birkinshaw J.Organizational Ambidexterity:Antecedents,Outcomes,and Moderators[J].Journal of Management,2008,34(3):375-409.
[24] Teece D.Explicating Dynamic Capabilities:The Nature and Microfoundations of(Sustainable)Enterprise Performance[J].Strategic Management Journal,2007,28:1319-1350.
[25] Koryak O,Lockett A,Hayton J.Disentangling the Antecedents of Ambidexterity:Exploration and Exploitation[J].Research Policy,2018,47(2):413-427.
[26] Lumpkin G T,Dess G G.Clarifying the Entrepreneurial Orientation Construct and Linking It to Performance[J].Academy of Management Review,1996,21(1):135-172.
[27] Dasi A,Iborra M,Safón V.Beyond Path Dependence:Explorative Orientation,Slack Resources,and Managerial Intentionality to Internationalize in SMEs[J].International Business Review,2015,24(1):77-88.
[28] Volberda H W,Lewin A Y.Co-evolutionary Dynamics within and Between Firms:From Evolution to Co-evolution[J].Journal of Management Studies,2003,40(8):2111-2136.
[29] Plambeck E L,Taylor T A.Sell the Plant? The Impact of Contract Manufacturing on Innovation,Capacity,and Profitability [J].Management Science,2005,51(1):133-150.
[30] 杨桂菊,李斌,夏冰.从OEM到ODM:代工企业技术创新能力突破过程的黑箱[J].中国科技论坛,2016(1):83-87.
[31] 尚涛.全球价值链中代工企业能力转型、持续升级与支撑机制构建[J].中国科技论坛,2016(6):55-61.
[32] Carter M Z,Findley H.A Study of Original Equipment Manufacturing in China:Current and Future Trends[J].Journal of Management Policy and Practice,2012,13(4):102-116.
[33] Paeleman I, Fuss C,Vanacker T.Untangling the Multiple Effects of Slack Resources on Firms' Exporting Behavior[J].Journal of World Business,2017,52(6):769-781.
[34] Morrison A,Pietrobelli C,Rabellotti R.Global Value Chains and Technological Capabilities:A Framework to Study Learning and Innovation in Developing Countries[J].Oxford Development Studies,2008,36(1):39-58.
[35] Khan Z,Lew Y K,Marinova S.Exploitative and Exploratory Innovations in Emerging Economies:The Role of Realized Absorptive Capacity and Learning Intent[J].International Business Review,2019,28(3):499-512.
[36] Glückler J,Panitz R.Relational Upgrading in Global Value Networks[J].Journal of Economic Geography,2016,16(6):1161-1185.
[37] 龚锋,曾爱玲.我国代工企业的功能升级:基于模块化的二重性[J].管理世界,2016(1):184-185.
[38] Sharma R R,Nguyen T K,Crick D.Exploitation Strategy and Performance of Contract Manufacturing Exporters:The Mediating Roles of Exploration Strategy and Marketing Capability[J].Journal of International Management,2018,24(3):271-283.
[39] Lavie D.The Competitive Advantage of Interconnected Firms:An Extension of the Resource-based View[J].Academy of Management Review,2006,31(3):638-658.
[40] 马述忠,张洪胜,王笑笑.融资约束与全球价值链地位提升——来自中国加工贸易企业的理论与证据[J].中国社会科学,2017(1):83-107.
[41] 马海燕,李世祥.代工企业和国际品牌客户相互依赖性的实证研究[J].管理学报,2015(10):1562-1570.
[42] Zhao X,Flynn B B,Roth A V.Decision Sciences Research in China:A Critical Review and Research Agenda-foundations and Overview [J].Decision Sciences,2006,37(4):451-496.
[43] Mammassis C S,Kostopoulos K C.CEO Goal Orientations,Environmental Dynamism and Organizational Ambidexterity:An Investigation in SMEs[J].European management journal,2019,37(5):577-588.
[44] Sinkovics R R,Kurt Y,Sinkovics N.The Effect of Matching on Perceived Export Barriers and Performance in an Era of Globalization Discontents:Empirical Evidence from UK SMEs[J].International Business Review,2018,27(5):1065-1079.
[45] Iacobucci D.Mediation Analysis and Categorical Variables:The Final Frontier[J].Journal of Consumer Psychology,2012,22(4):582-594.
[46] Chang Y Y,Hughes M.Drivers of Innovation Ambidexterity in Small-to Medium-sized Firms[J].European Management Journal,2012,30(1):1-17.