Relational resources for innovation ambidexterity within coopetitive relationships: The contingent role of managerial ambidexterity

Purpose – While the performance benefits of relational resources and managerial ambidexterity have been widely discussed in coopetition literature, there is only limited evidence that illustrates the underlying relationships between these relational resources and managerial ambidexterity. Against this background, this paper investigates how managerial ambidexterity moderates the innovation ambidexterity effects of relational resources (i.e., reciprocal investments and complementary resources).

Design/Method/Approach – We forward various hypotheses that are grounded within the theoretical tenets of the relational view and the dynamic capabilities perspective. To test the hypotheses, we use survey data provided by 313 firms that pursue horizontal coopetition relationships.

Findings – The research findings offer important insights in that while reciprocal investments lead to innovation ambidexterity, complementary resources do not result in such benefits. Additionally, managerial ambidexterity complements the relational resources to develop innovation ambidexterity if and only if both managerial exploration and exploitation are applied simultaneously.

Originality – As opposed to widely-held beliefs, we find that firms’ use of complementary resources is not likely to lead to innovation ambidexterity even though such resources can help in developing strong relationships. In addition, although often overlooked, managerial ambidexterity plays a vital role in transforming relational resources into useful innovations for firms involved in coopetition relationships. It is crucial for firms that their managers balance their ambidextrous activities of exploration and exploitation so as to develop innovation ambidexterity.