Resource Structuring and Ambidexterity: The Contingent Role of Managerial Ties in New Ventures

Yucheng Ma, Peter Ping Li

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    Abstract

    Focusing on how resource structuring mechanisms and managerial ties influence organizational ambidexterity of new ventures in emerging economy, this study explores the effects of resource structuring mechanisms (i.e., resource acquiring and resource accumulating) on organizational ambidexterity. It further examines the moderating effects of managerial ties, (i.e., ties with other firms and ties with the government) on the above relationships. Survey data from China¡¯s 202 new ventures demonstrates that the resource acquiring has an inverted U-shaped effect whereas the resource accumulating has a U-shaped effect on organizational ambidexterity in new ventures. Further, because of the traditional culture and economic transition characteristics, new ventures actively leverage managerial ties as key social relations to obtain special resources or nurture business transactions. We propose that ties with other firms and ties with government can differently strengthen the effects of acquiring and accumulating on organizational ambidexterity. The results support our propositions
    Original languageEnglish
    Publication date2014
    Number of pages40
    Publication statusPublished - 2014
    EventThe Academy of Management Annual Meeting 2014: The Power of Words - Philadelphia, United States
    Duration: 1 Aug 20145 Aug 2014
    Conference number: 74
    http://aom.org/annualmeeting/

    Conference

    ConferenceThe Academy of Management Annual Meeting 2014
    Number74
    CountryUnited States
    CityPhiladelphia
    Period01/08/201405/08/2014
    Internet address

    Cite this

    Ma, Y., & Li, P. P. (2014). Resource Structuring and Ambidexterity: The Contingent Role of Managerial Ties in New Ventures. Paper presented at The Academy of Management Annual Meeting 2014, Philadelphia, United States.