Enabling social media as a strategic capability for SMEs through organizational ambidexterity
Gespeichert in:
| Autor*in: |
Niramarn Ngammoh [verfasserIn] Atthaphon Mumi [verfasserIn] Sujinda Popaitoon [verfasserIn] Achariya Issarapaibool [verfasserIn] |
|---|
| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2023 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: Journal of small business and entrepreneurship - London : Routledge, 1985, 35(2023), 2, Seite 197-217 |
|---|---|
| Übergeordnetes Werk: |
volume:35 ; year:2023 ; number:2 ; pages:197-217 |
| Links: |
|---|
| DOI / URN: |
10.1080/08276331.2021.1980682 |
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1840087056 |
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| 982 | |2 26 |1 00 |x DE-206 |b Small and Medium Enterprises (SMEs) have widely implemented social media as part of their communicative strategies. However, there are few studies on the development of social media for SMEs. This study draws from the literature regarding dynamic capability to argue that organizational ambidexterity, —both exploitation and exploration—may influence the social media strategic capability of SMEs. Based on data collected from 221 SMEs, structural equation modeling was applied in investigating the effects of ambidexterity on social media strategic capability, as well as to examine the moderating role of environmental dynamism. The results confirm that, in the SME context, organizational ambidexterity of both exploitation and exploration have significant and positive effects on social media strategic capability where exploration was found to be more effective than exploitation. Also, environmental dynamism was found to moderate the effect of exploitation, shedding light on the influence of uncertainty on strategic social media decisions. Overall, this study contributes to the limited knowledge of social media as a strategic capability and enriches the literature on organizational ambidexterity and social media for entrepreneurship. Drawing on these results, we suggest that SMEs should consider applying organizational ambidexterity when implementing social media as one of their crucial strategies. | ||
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10.1080/08276331.2021.1980682 doi (DE-627)1840087056 (DE-599)KXP1840087056 DE-627 ger DE-627 rda eng Niramarn Ngammoh verfasserin (DE-588)1286818710 (DE-627)1843411326 aut Enabling social media as a strategic capability for SMEs through organizational ambidexterity Niramarn Ngammoh, Atthaphon Mumi, Sujinda Popaitoon and Achariya Issarapaibool 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier dynamic capability (dpeaa)DE-206 environmental dynamism (dpeaa)DE-206 Organizational ambidexterity (dpeaa)DE-206 SMEs (dpeaa)DE-206 social media strategic capability (dpeaa)DE-206 Atthaphon Mumi verfasserin (DE-588)1286819199 (DE-627)1843411776 aut Sujinda Popaitoon verfasserin (DE-588)1286819628 (DE-627)1843412004 aut Achariya Issarapaibool verfasserin (DE-588)1286819997 (DE-627)1843412241 aut Enthalten in Journal of small business and entrepreneurship London : Routledge, 1985 35(2023), 2, Seite 197-217 Online-Ressource (DE-627)552259470 (DE-600)2400459-5 (DE-576)277980240 2169-2610 nnns volume:35 year:2023 number:2 pages:197-217 https://www.tandfonline.com/doi/pdf/10.1080/08276331.2021.1980682 Verlag lizenzpflichtig https://doi.org/10.1080/08276331.2021.1980682 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_60 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2111 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4313 GBV_ILN_4393 GBV_ILN_4700 AR 35 2023 2 197-217 26 01 0206 4296885987 x1z 24-03-23 26 00 DE-206 Small and Medium Enterprises (SMEs) have widely implemented social media as part of their communicative strategies. However, there are few studies on the development of social media for SMEs. This study draws from the literature regarding dynamic capability to argue that organizational ambidexterity, —both exploitation and exploration—may influence the social media strategic capability of SMEs. Based on data collected from 221 SMEs, structural equation modeling was applied in investigating the effects of ambidexterity on social media strategic capability, as well as to examine the moderating role of environmental dynamism. The results confirm that, in the SME context, organizational ambidexterity of both exploitation and exploration have significant and positive effects on social media strategic capability where exploration was found to be more effective than exploitation. Also, environmental dynamism was found to moderate the effect of exploitation, shedding light on the influence of uncertainty on strategic social media decisions. Overall, this study contributes to the limited knowledge of social media as a strategic capability and enriches the literature on organizational ambidexterity and social media for entrepreneurship. Drawing on these results, we suggest that SMEs should consider applying organizational ambidexterity when implementing social media as one of their crucial strategies. |
| spelling |
10.1080/08276331.2021.1980682 doi (DE-627)1840087056 (DE-599)KXP1840087056 DE-627 ger DE-627 rda eng Niramarn Ngammoh verfasserin (DE-588)1286818710 (DE-627)1843411326 aut Enabling social media as a strategic capability for SMEs through organizational ambidexterity Niramarn Ngammoh, Atthaphon Mumi, Sujinda Popaitoon and Achariya Issarapaibool 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier dynamic capability (dpeaa)DE-206 environmental dynamism (dpeaa)DE-206 Organizational ambidexterity (dpeaa)DE-206 SMEs (dpeaa)DE-206 social media strategic capability (dpeaa)DE-206 Atthaphon Mumi verfasserin (DE-588)1286819199 (DE-627)1843411776 aut Sujinda Popaitoon verfasserin (DE-588)1286819628 (DE-627)1843412004 aut Achariya Issarapaibool verfasserin (DE-588)1286819997 (DE-627)1843412241 aut Enthalten in Journal of small business and entrepreneurship London : Routledge, 1985 35(2023), 2, Seite 197-217 Online-Ressource (DE-627)552259470 (DE-600)2400459-5 (DE-576)277980240 2169-2610 nnns volume:35 year:2023 number:2 pages:197-217 https://www.tandfonline.com/doi/pdf/10.1080/08276331.2021.1980682 Verlag lizenzpflichtig https://doi.org/10.1080/08276331.2021.1980682 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_60 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2111 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4313 GBV_ILN_4393 GBV_ILN_4700 AR 35 2023 2 197-217 26 01 0206 4296885987 x1z 24-03-23 26 00 DE-206 Small and Medium Enterprises (SMEs) have widely implemented social media as part of their communicative strategies. However, there are few studies on the development of social media for SMEs. This study draws from the literature regarding dynamic capability to argue that organizational ambidexterity, —both exploitation and exploration—may influence the social media strategic capability of SMEs. Based on data collected from 221 SMEs, structural equation modeling was applied in investigating the effects of ambidexterity on social media strategic capability, as well as to examine the moderating role of environmental dynamism. The results confirm that, in the SME context, organizational ambidexterity of both exploitation and exploration have significant and positive effects on social media strategic capability where exploration was found to be more effective than exploitation. Also, environmental dynamism was found to moderate the effect of exploitation, shedding light on the influence of uncertainty on strategic social media decisions. Overall, this study contributes to the limited knowledge of social media as a strategic capability and enriches the literature on organizational ambidexterity and social media for entrepreneurship. Drawing on these results, we suggest that SMEs should consider applying organizational ambidexterity when implementing social media as one of their crucial strategies. |
| allfields_unstemmed |
10.1080/08276331.2021.1980682 doi (DE-627)1840087056 (DE-599)KXP1840087056 DE-627 ger DE-627 rda eng Niramarn Ngammoh verfasserin (DE-588)1286818710 (DE-627)1843411326 aut Enabling social media as a strategic capability for SMEs through organizational ambidexterity Niramarn Ngammoh, Atthaphon Mumi, Sujinda Popaitoon and Achariya Issarapaibool 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier dynamic capability (dpeaa)DE-206 environmental dynamism (dpeaa)DE-206 Organizational ambidexterity (dpeaa)DE-206 SMEs (dpeaa)DE-206 social media strategic capability (dpeaa)DE-206 Atthaphon Mumi verfasserin (DE-588)1286819199 (DE-627)1843411776 aut Sujinda Popaitoon verfasserin (DE-588)1286819628 (DE-627)1843412004 aut Achariya Issarapaibool verfasserin (DE-588)1286819997 (DE-627)1843412241 aut Enthalten in Journal of small business and entrepreneurship London : Routledge, 1985 35(2023), 2, Seite 197-217 Online-Ressource (DE-627)552259470 (DE-600)2400459-5 (DE-576)277980240 2169-2610 nnns volume:35 year:2023 number:2 pages:197-217 https://www.tandfonline.com/doi/pdf/10.1080/08276331.2021.1980682 Verlag lizenzpflichtig https://doi.org/10.1080/08276331.2021.1980682 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_60 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2111 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4313 GBV_ILN_4393 GBV_ILN_4700 AR 35 2023 2 197-217 26 01 0206 4296885987 x1z 24-03-23 26 00 DE-206 Small and Medium Enterprises (SMEs) have widely implemented social media as part of their communicative strategies. However, there are few studies on the development of social media for SMEs. This study draws from the literature regarding dynamic capability to argue that organizational ambidexterity, —both exploitation and exploration—may influence the social media strategic capability of SMEs. Based on data collected from 221 SMEs, structural equation modeling was applied in investigating the effects of ambidexterity on social media strategic capability, as well as to examine the moderating role of environmental dynamism. The results confirm that, in the SME context, organizational ambidexterity of both exploitation and exploration have significant and positive effects on social media strategic capability where exploration was found to be more effective than exploitation. Also, environmental dynamism was found to moderate the effect of exploitation, shedding light on the influence of uncertainty on strategic social media decisions. Overall, this study contributes to the limited knowledge of social media as a strategic capability and enriches the literature on organizational ambidexterity and social media for entrepreneurship. Drawing on these results, we suggest that SMEs should consider applying organizational ambidexterity when implementing social media as one of their crucial strategies. |
| allfieldsGer |
10.1080/08276331.2021.1980682 doi (DE-627)1840087056 (DE-599)KXP1840087056 DE-627 ger DE-627 rda eng Niramarn Ngammoh verfasserin (DE-588)1286818710 (DE-627)1843411326 aut Enabling social media as a strategic capability for SMEs through organizational ambidexterity Niramarn Ngammoh, Atthaphon Mumi, Sujinda Popaitoon and Achariya Issarapaibool 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier dynamic capability (dpeaa)DE-206 environmental dynamism (dpeaa)DE-206 Organizational ambidexterity (dpeaa)DE-206 SMEs (dpeaa)DE-206 social media strategic capability (dpeaa)DE-206 Atthaphon Mumi verfasserin (DE-588)1286819199 (DE-627)1843411776 aut Sujinda Popaitoon verfasserin (DE-588)1286819628 (DE-627)1843412004 aut Achariya Issarapaibool verfasserin (DE-588)1286819997 (DE-627)1843412241 aut Enthalten in Journal of small business and entrepreneurship London : Routledge, 1985 35(2023), 2, Seite 197-217 Online-Ressource (DE-627)552259470 (DE-600)2400459-5 (DE-576)277980240 2169-2610 nnns volume:35 year:2023 number:2 pages:197-217 https://www.tandfonline.com/doi/pdf/10.1080/08276331.2021.1980682 Verlag lizenzpflichtig https://doi.org/10.1080/08276331.2021.1980682 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_60 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2111 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4313 GBV_ILN_4393 GBV_ILN_4700 AR 35 2023 2 197-217 26 01 0206 4296885987 x1z 24-03-23 26 00 DE-206 Small and Medium Enterprises (SMEs) have widely implemented social media as part of their communicative strategies. However, there are few studies on the development of social media for SMEs. This study draws from the literature regarding dynamic capability to argue that organizational ambidexterity, —both exploitation and exploration—may influence the social media strategic capability of SMEs. Based on data collected from 221 SMEs, structural equation modeling was applied in investigating the effects of ambidexterity on social media strategic capability, as well as to examine the moderating role of environmental dynamism. The results confirm that, in the SME context, organizational ambidexterity of both exploitation and exploration have significant and positive effects on social media strategic capability where exploration was found to be more effective than exploitation. Also, environmental dynamism was found to moderate the effect of exploitation, shedding light on the influence of uncertainty on strategic social media decisions. Overall, this study contributes to the limited knowledge of social media as a strategic capability and enriches the literature on organizational ambidexterity and social media for entrepreneurship. Drawing on these results, we suggest that SMEs should consider applying organizational ambidexterity when implementing social media as one of their crucial strategies. |
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10.1080/08276331.2021.1980682 doi (DE-627)1840087056 (DE-599)KXP1840087056 DE-627 ger DE-627 rda eng Niramarn Ngammoh verfasserin (DE-588)1286818710 (DE-627)1843411326 aut Enabling social media as a strategic capability for SMEs through organizational ambidexterity Niramarn Ngammoh, Atthaphon Mumi, Sujinda Popaitoon and Achariya Issarapaibool 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier dynamic capability (dpeaa)DE-206 environmental dynamism (dpeaa)DE-206 Organizational ambidexterity (dpeaa)DE-206 SMEs (dpeaa)DE-206 social media strategic capability (dpeaa)DE-206 Atthaphon Mumi verfasserin (DE-588)1286819199 (DE-627)1843411776 aut Sujinda Popaitoon verfasserin (DE-588)1286819628 (DE-627)1843412004 aut Achariya Issarapaibool verfasserin (DE-588)1286819997 (DE-627)1843412241 aut Enthalten in Journal of small business and entrepreneurship London : Routledge, 1985 35(2023), 2, Seite 197-217 Online-Ressource (DE-627)552259470 (DE-600)2400459-5 (DE-576)277980240 2169-2610 nnns volume:35 year:2023 number:2 pages:197-217 https://www.tandfonline.com/doi/pdf/10.1080/08276331.2021.1980682 Verlag lizenzpflichtig https://doi.org/10.1080/08276331.2021.1980682 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_60 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2111 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4313 GBV_ILN_4393 GBV_ILN_4700 AR 35 2023 2 197-217 26 01 0206 4296885987 x1z 24-03-23 26 00 DE-206 Small and Medium Enterprises (SMEs) have widely implemented social media as part of their communicative strategies. However, there are few studies on the development of social media for SMEs. This study draws from the literature regarding dynamic capability to argue that organizational ambidexterity, —both exploitation and exploration—may influence the social media strategic capability of SMEs. Based on data collected from 221 SMEs, structural equation modeling was applied in investigating the effects of ambidexterity on social media strategic capability, as well as to examine the moderating role of environmental dynamism. The results confirm that, in the SME context, organizational ambidexterity of both exploitation and exploration have significant and positive effects on social media strategic capability where exploration was found to be more effective than exploitation. Also, environmental dynamism was found to moderate the effect of exploitation, shedding light on the influence of uncertainty on strategic social media decisions. Overall, this study contributes to the limited knowledge of social media as a strategic capability and enriches the literature on organizational ambidexterity and social media for entrepreneurship. Drawing on these results, we suggest that SMEs should consider applying organizational ambidexterity when implementing social media as one of their crucial strategies. |
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26 00 DE-206 Small and Medium Enterprises (SMEs) have widely implemented social media as part of their communicative strategies. However, there are few studies on the development of social media for SMEs. This study draws from the literature regarding dynamic capability to argue that organizational ambidexterity, —both exploitation and exploration—may influence the social media strategic capability of SMEs. Based on data collected from 221 SMEs, structural equation modeling was applied in investigating the effects of ambidexterity on social media strategic capability, as well as to examine the moderating role of environmental dynamism. The results confirm that, in the SME context, organizational ambidexterity of both exploitation and exploration have significant and positive effects on social media strategic capability where exploration was found to be more effective than exploitation. Also, environmental dynamism was found to moderate the effect of exploitation, shedding light on the influence of uncertainty on strategic social media decisions. Overall, this study contributes to the limited knowledge of social media as a strategic capability and enriches the literature on organizational ambidexterity and social media for entrepreneurship. Drawing on these results, we suggest that SMEs should consider applying organizational ambidexterity when implementing social media as one of their crucial strategies Enabling social media as a strategic capability for SMEs through organizational ambidexterity Niramarn Ngammoh, Atthaphon Mumi, Sujinda Popaitoon and Achariya Issarapaibool dynamic capability (dpeaa)DE-206 environmental dynamism (dpeaa)DE-206 Organizational ambidexterity (dpeaa)DE-206 SMEs (dpeaa)DE-206 social media strategic capability (dpeaa)DE-206 |
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Seite 197-217</subfield><subfield code="h">Online-Ressource</subfield><subfield code="w">(DE-627)552259470</subfield><subfield code="w">(DE-600)2400459-5</subfield><subfield code="w">(DE-576)277980240</subfield><subfield code="x">2169-2610</subfield><subfield code="7">nnns</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:35</subfield><subfield code="g">year:2023</subfield><subfield code="g">number:2</subfield><subfield code="g">pages:197-217</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">https://www.tandfonline.com/doi/pdf/10.1080/08276331.2021.1980682</subfield><subfield code="x">Verlag</subfield><subfield code="z">lizenzpflichtig</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">https://doi.org/10.1080/08276331.2021.1980682</subfield><subfield code="x">Resolving-System</subfield><subfield code="z">lizenzpflichtig</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_USEFLAG_U</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_26</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ISIL_DE-206</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">SYSFLAG_1</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_KXP</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_11</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_20</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_22</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_60</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_63</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_65</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield 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"><subfield code="a">GBV_ILN_2006</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2007</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2025</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2026</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2034</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2055</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2088</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2093</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2111</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2336</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2470</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2507</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2548</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4035</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4246</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4249</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4305</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4306</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4313</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4393</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4700</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">35</subfield><subfield code="j">2023</subfield><subfield code="e">2</subfield><subfield code="h">197-217</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">01</subfield><subfield code="x">0206</subfield><subfield code="b">4296885987</subfield><subfield code="y">x1z</subfield><subfield code="z">24-03-23</subfield></datafield><datafield tag="982" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">00</subfield><subfield code="x">DE-206</subfield><subfield code="b">Small and Medium Enterprises (SMEs) have widely implemented social media as part of their communicative strategies. However, there are few studies on the development of social media for SMEs. This study draws from the literature regarding dynamic capability to argue that organizational ambidexterity, —both exploitation and exploration—may influence the social media strategic capability of SMEs. Based on data collected from 221 SMEs, structural equation modeling was applied in investigating the effects of ambidexterity on social media strategic capability, as well as to examine the moderating role of environmental dynamism. The results confirm that, in the SME context, organizational ambidexterity of both exploitation and exploration have significant and positive effects on social media strategic capability where exploration was found to be more effective than exploitation. Also, environmental dynamism was found to moderate the effect of exploitation, shedding light on the influence of uncertainty on strategic social media decisions. Overall, this study contributes to the limited knowledge of social media as a strategic capability and enriches the literature on organizational ambidexterity and social media for entrepreneurship. Drawing on these results, we suggest that SMEs should consider applying organizational ambidexterity when implementing social media as one of their crucial strategies.</subfield></datafield></record></collection>
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| score |
7.4017096 |