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Building dynamic capability through sequential ambidexterity: a case study of the transformation of a latecomer firm in China

Published online by Cambridge University Press:  30 May 2022

Xinmin Peng Open the ORCID record for Xinmin Peng [Opens in a new window] ,
Martin Lockett Open the ORCID record for Martin Lockett [Opens in a new window] ,
Dianguang Liu  and
Baoxin Qi
Xinmin Peng
Affiliation:
School of Business, Ningbo University, Ningbo, People's Republic of China
Martin Lockett
Affiliation:
Nottingham University Business School China, University of Nottingham Ningbo China, Ningbo, People’s Republic of China
Dianguang Liu*
Affiliation:
School of Business, Ningbo University, Ningbo, People's Republic of China
Baoxin Qi
Affiliation:
Shanghai International College of Intellectual Property, Tongji University, Shanghai, People's Republic of China
*
Author for correspondence: Dianguang Liu, E-mail: liudianguang@nbu.edu.cn
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Abstract

Sequential ambidexterity is a specific dynamic capability which can play an important role in the technological catch-up of latecomer firms with limited knowledge and resources. Through a longitudinal case study, the trajectory of a latecomer firm's transformation from a generic technology manufacturer to a world-class innovator is analysed. This paper finds that sequential ambidexterity can be the basis of building dynamic capability, which enabled a latecomer to become a market leader through three major transitions. It shows how the building of dynamic capability through sequential ambidexterity is dependent on four mechanisms: senior manager cognition of the environment; organization learning orientation; organization structure design; and process reconfiguration. Building dynamic capability is also dependent on alignment between these mechanisms within the firm. Theoretically, the paper enhances understanding of the micro-foundations of developing dynamic capability through sequential ambidexterity. It also suggests that three contingent dimensions in determining the optimal approach to ambidexterity are: (i) industry leading versus catch-up firms, (ii) the scale of the firm, and (iii) the diversity of the downstream market. Furthermore, the paper provides practical insights for latecomer firms seeking to catch-up with industry leaders.

Keywords

Dynamic capabilityLatecomer firmsSequential ambidexterityTechnological catch-up
Type
Research Article
Information
Journal of Management & Organization , Volume 28 , Special Issue 3: Dynamic Capabilities: New Ideas , May 2022 , pp. 502 - 521
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2022

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