Ken Sudarti, Nurhidayati Nurhidayati, Ardian Adhiatma


This study aims to investigate and test the role of organizational ambition in improving innovation speed and marketing performance in MSMEs in the creative industries, especially handicraft in Semarang, Central Java. A sample of 173 SMEs were taken using convenience sampling techniques. Using regression analysis techniques, the study concluded that innovation speed is more influenced by exploitation than exploration. Organizational ambidexterity is not able to increase innovation speed and marketing performance and innovation speed is only influenced by exploitation. This result is thought to be strongly influenced by the character of MSMEs who are less familiar with technology as supporting exploitation activities. Exploitation capabilities are more prominent because modifying products by changing shapes, colors and sizes is easier and lower risk compared to creating products that are completely new with the use of the latest technology.


Organizational Ambidexterity; Innovation Speed; Marketing Performance

Full Text:



Alpay, G. et al. (2012) ‘How does innovativeness yield superior firm performance? The role of marketing effectiveness’, Innovation: Management, Policy and Practice, 14(1), pp. 107–128. doi: 10.5172/impp.2012.14.1.107.

Atalay, M., Anafarta, N. and Sarvan, F. (2013) ‘The Relationship between Innovation and Firm Performance: An Empirical Evidence from Turkish Automotive Supplier Industry’, Procedia - Social and Behavioral Sciences, 75, pp. 226–235. doi: 10.1016/j.sbspro.2013.04.026.

Boukamel, O., Emery, Y. and Boukamel, O. (2017) ‘Evolution of organizational ambidexterity in the public sector and current challenges of innovation capabilities’, 22(2), pp. 1–28.

Carbonell, P. and Rodriguez, A. I. (2006) ‘The impact of market characteristics and innovation speed on perceptions of positional advantage and new product performance’, International Journal of Research in Marketing, 23(1), pp. 1–12. doi: 10.1016/j.ijresmar.2006.01.002.

Chen, M. et al. (2017) ‘Flying or dying ? Organizational change , customer participation , and innovation ambidexterity in emerging economies’. Asia Pacific Journal of Management. doi: 10.1007/s10490-017-9520-5.

Cheng, C. C. and Krumwiede, D. (2012) ‘The role of service innovation in the market orientation - New service performance linkage’, Technovation. Elsevier, 32(7–8), pp. 487–497. doi: 10.1016/j.technovation.2012.03.006.

Cheng, J. H., Chen, M. C. and Huang, C. M. (2014) ‘Assessing inter-organizational innovation performance through relational governance and dynamic capabilities in supply chains’, Supply Chain Management, 19(2), pp. 173–186. doi: 10.1108/SCM-05-2013-0162.

Colton, D. A., Roth, M. S. and Bearden, W. O. (2010) ‘Drivers of International E-Tail Performance: The Complexities of Orientations and Resources’, Journal of International Marketing, 18(1), pp. 1–22. doi: 10.1509/jimk.18.1.1.

Damanpour, F., Walker, R. M. and Avellaneda, C. N. (2009) ‘Combinative effects of innovation types and organizational Performance: A longitudinal study of service organizations’, Journal of Management Studies, 46(4), pp. 650–675. doi: 10.1111/j.1467-6486.2008.00814.x.

Futterer, F., Schmidt, J. and Heidenreich, S. (2017) ‘Effectuation or causation as the key to corporate venture success? Investigating effects of entrepreneurial behaviors on business model innovation and venture performance’, Long Range Planning. Elsevier Ltd. doi: 10.1016/j.lrp.2017.06.008.

García-Villaverde, P. M., Ruiz-Ortega, M. J. and Ignacio Canales, J. (2013) ‘Entrepreneurial orientation and the threat of imitation: The influence of upstream and downstream capabilities’, European Management Journal, 31(3), pp. 263–277. doi: 10.1016/j.emj.2012.11.006.

Gunday, G. et al. (2011) ‘Effects of innovation types on firm performance’, International Journal of Production Economics. Elsevier, 133(2), pp. 662–676. doi: 10.1016/j.ijpe.2011.05.014.

Henard, D. H. and Dacin, P. A. (2010) ‘Reputation for product innovation: Its impact on consumers’, Journal of Product Innovation Management, 27(3), pp. 321–335. doi: 10.1111/j.1540-5885.2010.00719.x.

Ho, H. (Dixon) and Lu, R. (2015) ‘Performance implications of marketing exploitation and exploration: Moderating role of supplier collaboration’, Journal of Business Research. Elsevier Inc., 68(5), pp. 1026–1034. doi: 10.1016/j.jbusres.2014.10.004.

Karrer, D. (2015) ‘Organizing for Ambidexterity : A Paradox-based Typology of Ambidexterity-related Organizational States’, (December), pp. 365–383.

Lumpkin, G. . and Dess, G. G. (2001) ‘Linking two dimensions of entrepreneurial orientation to firm performance: The moderating role of environment and industry life cycle’, Journal of Business Venturing, 16(5), pp. 429–451. doi: 10.1016/S0883-9026(00)00048-3.

Malik, A. et al. (2017) ‘Implementing global-local strategies in a post-GFC era: Creating an ambidextrous context through strategic choice and HRM’, Journal of Business Research. Elsevier, (February), pp. 0–1. doi: 10.1016/j.jbusres.2017.09.052.

Marín-Idárraga, D. A., Hurtado González, J. M. and Cabello Medina, C. (2016) ‘The Antecedents of Exploitation-Exploration and Their Relationship with Innovation: A Study of Managers’ Cognitive Maps’, Creativity and Innovation Management, 25(1), pp. 18–37. doi: 10.1111/caim.12139.

Mcdermott, C. M. and Connor, G. C. O. (2002) ‘Managing radical innovation : an overview of emergent strategy issues’, 19(December 2001), pp. 424–438.

McGrath, H. and O’Toole, T. (2013) ‘Enablers and inhibitors of the development of network capability in entrepreneurial firms: A study of the Irish micro-brewing network’, Industrial Marketing Management. Elsevier Inc., 42(7), pp. 1141–1153. doi: 10.1016/j.indmarman.2013.07.008.

Melero-polo, I. (2016) ‘Customer engagement: Innovation in non- technical marketing processes’, 9338(October), pp. 326–336. doi: 10.5172/impp.2013.15.3.326.

Le Meunier-FitzHugh, K. and Lane, N. (2009) ‘Collaboration between sales and marketing, market orientation and business performance in business-to-business organisations’, Journal of Strategic Marketing, 17(3), pp. 291–306. doi: 10.1080/09652540903064860.

Nemanich, L. A. and Vera, D. (2009) ‘Transformational leadership and ambidexterity in the context of an acquisition’. Elsevier Inc., 20, pp. 19–33. doi: 10.1016/j.leaqua.2008.11.002.

O’Cass, A., Heirati, N. and Ngo, L. V. (2014) ‘Achieving new product success via the synchronization of exploration and exploitation across multiple levels and functional areas’, Industrial Marketing Management. Elsevier B.V., 43(5), pp. 862–872. doi: 10.1016/j.indmarman.2014.04.015.

Olavarrieta, S. and Friedmann, R. (2008) ‘Market orientation, knowledge-related resources and firm performance’, Journal of Business Research, 61(6), pp. 623–630. doi: 10.1016/j.jbusres.2007.06.037.

Pongwiritthon, R. and Awirothananon, T. (2014) ‘Customer orientation and firm performance among Thai SMEs’, International Journal of Applied Business and Economic Research, 12(3), pp. 867–883.

Rahman, S. A. et al. (2015) ‘Service innovation management practices in the telecommunications industry: what does cross country analysis reveal?’, SpringerPlus. Springer International Publishing, 4(1), p. 810. doi: 10.1186/s40064-015-1580-8.

Sharma, A. (2016) ‘Service Innovation , Ambidexterity and Dynamic Capabilities Angel Sharma’, 14, pp. 31–42.

Sheng, M. L. and Chien, I. (2016) ‘Rethinking organizational learning orientation on radical and incremental innovation in high-tech firms’, Journal of Business Research. Elsevier Inc., 69(6), pp. 2302–2308. doi: 10.1016/j.jbusres.2015.12.046.

Shirokova, G. (2013) ‘Performance of Russian SMEs : exploration , exploitation and strategic entrepreneurship’, 9(1), pp. 173–203. doi: 10.1108/17422041311299941.

Strese, S. et al. (2016) ‘Examining cross-functional coopetition as a driver of organizational ambidexterity’, Industrial Marketing Management. Elsevier Inc., 57, pp. 40–52. doi: 10.1016/j.indmarman.2016.05.008.

Stubner, S. et al. (2012) ‘Organizational Ambidexterity and Family Firm Performance’, 2, pp. 217–229.

Taherparvar, N., Esmaeilpour, R. and Dostar, M. (2014) ‘Customer knowledge management, innovation capability and business performance: a case study of the banking industry’, Journal of Knowledge Management, 18(3), pp. 591–610. doi: 10.1108/JKM-11-2013-0446.

Tuan, L. T. (2016) ‘Organizational Ambidexterity , Entrepreneurial Orientation , and I-Deals : The Moderating Role of CSR’, Journal of Business Ethics. Springer Netherlands, pp. 145–159. doi: 10.1007/s10551-014-2476-1.

Urde, M., Baumgarth, C. and Merrilees, B. (2013) ‘Brand orientation and market orientation - From alternatives to synergy’, Journal of Business Research. Elsevier Inc., 66(1), pp. 13–20. doi: 10.1016/j.jbusres.2011.07.018.

Wang, G. and Miao, C. F. (2015) ‘Effects of sales force market orientation on creativity, innovation implementation, and sales performance’, Journal of Business Research. Elsevier Inc., 68(11), pp. 2374–2382. doi: 10.1016/j.jbusres.2015.03.041.

Wang, Z. and Wang, N. (2012) ‘Knowledge sharing, innovation and firm performance’, Expert Systems with Applications. Elsevier Ltd, 39(10), pp. 8899–8908. doi: 10.1016/j.eswa.2012.02.017.

Yang, S. M. et al. (2014) ‘Knowledge exchange and knowledge protection in interorganizational learning: The ambidexterity perspective’, Industrial Marketing Management. Elsevier Inc., 43(2), pp. 346–358. doi: 10.1016/j.indmarman.2013.11.007.

Zhang, H., Wu, F. and Cui, A. S. (2015) ‘Balancing market exploration and market exploitation in product innovation: A contingency perspective’, International Journal of Research in Marketing. Elsevier B.V., 32(3), pp. 297–308. doi: 10.1016/j.ijresmar.2015.03.004.

Zhang, J. A. et al. (2016) ‘The interactive effects of entrepreneurial orientation and capability-based HRM on firm performance: The mediating role of innovation ambidexterity’, Industrial Marketing Management. Elsevier Inc., 59, pp. 131–143. doi: 10.1016/j.indmarman.2016.02.018.


  • There are currently no refbacks.