Nowadays, small and medium enterprises (SMEs) are under increasing pressure to adapt, innovate, and maintain their competitiveness. Digital technologies, such as Artificial Intel-ligence (AI), Internet of Things (IoT), Cloud Computing, and Big Data, have become essen-tial tools for achieving Organizational Ambidexterity (OA), which refers to the ability to balance innovation (exploration) with operational efficiency (exploitation). This study investigates how digital technologies support Organizational Ambidexterity in SMEs exploring the relationships between technology adoption, strategic alignment, and organizational transformation.Using a robust theoretical framework that integrates the concepts of OA, the Technology-Organization-Environment (TOE) model, and leadership practices, this research employs a qualitative case study approach. Semi-structured inter-views with Italian SMEs across both technological and traditional industries offer deep insights into the factors influencing technology adoption and the methods used to balance innovation with efficient operations. The findings indicate that digital technologies play a critical role in enabling OA, yet SMEs encounter challenges such as limited resources, resistance to change, and an underdevel-oped digital culture. Enabling factors include the presence of dedicated innovation teams, adaptable leadership styles, strategic collaborations, and technologies designed to align with workforce skills. Additionally, fostering a culture of learning and collaboration is cru-cial to bridging technological gaps and overcoming organizational inertia.From a manageri-al standpoint, this study underscores the importance of aligning technology adoption with long-term business objectives, continuously developing employee skills, and implement-ing agile frameworks to maintain adaptability and responsiveness. Managers should priori-tize investment in scalable and impactful digital solutions while embracing iterative eval-uation processes to optimize outcomes. This study adds to the literature on Organizational Ambidexterity (OA) and digital transformation by illustrating how SMEs can harness emerg-ing technologies to succeed in rapidly changing environments. Future research should inspect deeper into leadership styles that promote OA, examine the perspectives of em-ployees on digital innovation and digital technologies, and pursue cross-country compari-sons to improve the broader applicability of these findings.
Oggi le piccole e medie imprese (PMI) devono affrontare una pressione crescente per adattarsi, innovare e rimanere competitive. Tecnologie digitali come l’intelligenza artificiale (AI), Internet of Things (IoT), il cloud computing e i Big Data sono diventati strumenti fondamentali per raggiungere l’ambidestria organizzativa. Questo concetto rappresenta la capacità di un’organizzazione di bilanciare l’innovazione e la ricerca di nuove opportunità con l’efficienza operativa. Questa ricerca adotta un approccio qualitativo basato su casi studio, supportato da un quadro teorico solido che combina i principi di ambidestria organizzativa, il modello Technology-Organization-Environment (TOE) e le diverse pratiche di leadership. Attraverso interviste semi-strutturate condotte con PMI italiane, sia in settori tecnologici che tradizionali, si esplorano in dettaglio i fattori che influenzano l’adozione delle tecnologie e le strategie adottate per trovare un equilibrio tra innovazione e efficienza operativa. I risultati evidenziano che le tecnologie digitali svolgono un ruolo chiave nell’abilitare l’ambidestria organizzativa, ma le PMI devono affrontare diverse sfide, tra cui risorse limitate, resistenza al cambiamento e una cultura digitale non ancora pienamente sviluppata. Tra i fattori che favoriscono l’adozione tecnologica emergono la presenza di team dedicati all’innovazione, stili di leadership flessibili, collaborazioni strategiche con altre aziende e tecnologie progettate per integrarsi con le competenze del personale. Dal punto di vista manageriale, lo studio sottolinea l’importanza di allineare l’adozione delle tecnologie agli obiettivi strategici di lungo termine, promuovendo costantemente lo sviluppo delle competenze dei dipendenti e implementando strutture organizzative agili per mantenere adattabilità e reattività. I manager dovrebbero focalizzarsi su investimenti in soluzioni digitali scalabili e ad alto impatto, adottando approcci iterativi per valutare e ottimizzare i risultati. Questo studio arricchisce la letteratura sull’ambidestria organizzativa e la trasformazione digitale, mostrando come le PMI possano sfruttare le tecnologie emergenti per prosperare in contesti in continua evoluzione. Le ricerche future potrebbero approfondire i tipi di leadership che favoriscono l’ambidestria organizzativa, analizzare le percezioni dei dipendenti sull’innovazione digitale e sulle tecnologie digitali, e confrontare i risultati tra diversi Paesi, sia europei che internazionali, per ampliare l’applicabilità di questi risultati.
Enhancing Organizational Ambidexterity in SMEs. The Critical Role of Digital Technologies
MARCHETTI, RICCARDO
2023/2024
Abstract
Nowadays, small and medium enterprises (SMEs) are under increasing pressure to adapt, innovate, and maintain their competitiveness. Digital technologies, such as Artificial Intel-ligence (AI), Internet of Things (IoT), Cloud Computing, and Big Data, have become essen-tial tools for achieving Organizational Ambidexterity (OA), which refers to the ability to balance innovation (exploration) with operational efficiency (exploitation). This study investigates how digital technologies support Organizational Ambidexterity in SMEs exploring the relationships between technology adoption, strategic alignment, and organizational transformation.Using a robust theoretical framework that integrates the concepts of OA, the Technology-Organization-Environment (TOE) model, and leadership practices, this research employs a qualitative case study approach. Semi-structured inter-views with Italian SMEs across both technological and traditional industries offer deep insights into the factors influencing technology adoption and the methods used to balance innovation with efficient operations. The findings indicate that digital technologies play a critical role in enabling OA, yet SMEs encounter challenges such as limited resources, resistance to change, and an underdevel-oped digital culture. Enabling factors include the presence of dedicated innovation teams, adaptable leadership styles, strategic collaborations, and technologies designed to align with workforce skills. Additionally, fostering a culture of learning and collaboration is cru-cial to bridging technological gaps and overcoming organizational inertia.From a manageri-al standpoint, this study underscores the importance of aligning technology adoption with long-term business objectives, continuously developing employee skills, and implement-ing agile frameworks to maintain adaptability and responsiveness. Managers should priori-tize investment in scalable and impactful digital solutions while embracing iterative eval-uation processes to optimize outcomes. This study adds to the literature on Organizational Ambidexterity (OA) and digital transformation by illustrating how SMEs can harness emerg-ing technologies to succeed in rapidly changing environments. Future research should inspect deeper into leadership styles that promote OA, examine the perspectives of em-ployees on digital innovation and digital technologies, and pursue cross-country compari-sons to improve the broader applicability of these findings.File | Dimensione | Formato | |
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https://hdl.handle.net/20.500.14239/27824