Ambidestria Organizacional em Pequenas Empresas: Da Eficiência à Inovação
DOI:
https://doi.org/10.5020/2318-0722.2025.31.e16248Palavras-chave:
exploitation, exploration, ambidestria, inovação, pequenas empresasResumo
Este estudo investiga o papel da ambidestria organizacional na expansão de mercado e na adaptação estratégica de pequenas empresas em mercados emergentes. A ambidestria, composta por exploitation e exploration, representa, respectivamente, a melhoria contínua de processos existentes e a exploração de novas oportunidades de negócio, sendo fundamental para enfrentar desafios em ambientes de rápida transformação e recursos escassos. Embora amplamente estudada em grandes corporações e setores de alta tecnologia, sua aplicação em pequenas empresas, especialmente em situações de transição organizacional, ainda é pouco compreendida. Por meio de grupos focais com gestores e colaboradores de duas empresas que compartilham o mesmo núcleo de competências, este estudo analisou como práticas de exploitation e exploration se manifestam na criação e consolidação de novos modelos de negócio. Os resultados indicam que, mesmo diante de limitações de recursos humanos e financeiros, é possível alcançar uma ambidestria sequencial e contextual simultaneamente, equilibrando eficiência operacional e inovação. Em termos teóricos, a pesquisa contribui para a compreensão de como pequenas empresas desenvolvem capacidades ambidestras, enquanto, na perspectiva prática, oferece insights valiosos para gestores sobre estratégias de crescimento sustentável. Espera-se que estas descobertas auxiliem pequenas empresas a otimizar processos internos e explorar novos mercados de forma estruturada e estratégica.
Downloads
Referências
Aftab, J., Veneziani, M., Sarwar, H., & Ishaq, M. I. (2022). Organizational ambidexterity, firm performance, and sustainable development: Mediating role of entrepreneurial orientation in Pakistani SMEs. Journal of Cleaner Production, 367. https://doi.org/10.1016/j.jclepro.2022.132956
Belik, I., & Knudsen, M. P. (2022). Data-driven management of organizational networks for ambidexterity. Journal of Business Research, 152, 113555. https://doi.org/10.1016/j.jbusres.2022.113555
Berard, C., & Fréchet, M. (2020). Organizational antecedents of exploration and exploitation in SMEs: The role of structural and resource attributes. European Business Review, 32(2), 211–226. https://doi.org/10.1108/EBR-12-2018-0216
Birkinshaw, J., & Gibson, C. B. (2004). Building an ambidextrous organisation. Advanced Institute of Management Research Paper, 1(3). https://papers.ssrn.com/sol3/papers.cfm?abstract_id=1306922
Brix, J. (2020). Building capacity for sustainable innovation: A field study of the transition from exploitation to exploration and back again. Journal of Cleaner Production, 122381. https://doi.org/10.1016/j.jclepro.2020.122381
Clauss, T., Abebe, M., Tangpong, C., & Hock, M. (2021). Organizational ambidexterity and competitive advantage: The role of strategic agility in the exploration–exploitation paradox. Journal of Innovation & Knowledge, 6(4), 203–213. https://doi.org/10.1016/j.jik.2020.07.001
Duncan, R. B. (1976). The ambidextrous organization: Designing dual structures for innovation. In L. R. Kilmann, L. R. Pondy, & D. P. Slevin (Eds.), The management of organization design: Strategies and implementation (pp. 167–188). North-Holland.
Dunphy, D., & Stace, D. (1993). The Strategic Management of Corporate Change. Human Relations, 46(8), 905–920. https://doi.org/10.1177/001872679304600801
Garud, R., & Van De Ven, A. H. (2002). Strategic Change Processes. In A. M. Pettigrew, H. Thomas & R. Whittington (Eds.). Handbook of Strategy and Management (Cap. 10, pp. 207–232). Sage.
Gilsing, V. (2002). Exploration, exploitation and co-evolution in innovation networks [Doctoral dissertation, Erasmus University Rotterdam]. Erasmus Research Institute of Management (ERIM).
Ginsberg, A. (1988). Measuring and modelling changes in strategy: Theoretical foundations and empirical directions. Strategic Management Journal, 9(6), 559–575. https://doi.org/10.1002/smj.4250090604
He, Z., & Wong, P. (2004). Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organization Science, 15(4), 481–494. https://doi.org/10.1287/orsc.1040.0078
Jaidi, Y., Liu, Y., & Ahmad, M. I. (2022). Ambidexterity behavior of creative SMEs for disruptive flows of innovation: A cross-cultural study. Journal of Open Innovation: Technology, Market, and Complexity, 8(3), 141. https://doi.org/10.3390/joitmc8030141
Jansen, J. J. P., Vera, D., & Crossan, M. (2008). Senior team attributes and organizational ambidexterity: The moderating role of transformational leadership. Journal of Management Studies, 45(5), 982–1007. https://doi.org/10.1111/j.1467-6486.2008.00775.x
Kokubun, K. (2025). Ambidextrous SMEs for a sustainable society: A narrative review considering digitalization, open innovation, human resources and green innovation. Next Research, 2(4), 100839. https://doi.org/10.1016/j.nexres.2025.100839
Kolster, R. (2020). Structural ambidexterity in higher education: Excellence education as a testing ground for educational innovations. European Journal of Higher Education, 11(1), 64–81. https://doi.org/10.1080/21568235.2020.1850312
Laplume, A. O., & Dass, P. (2012). Exploration and exploitation approaches for various stages of firm growth through diversification. Academy of Management Proceedings, 2012(1), 14220. https://doi.org/10.5465/AMBPP.2012.11420abstract
Lavie, D., Stettner, U., & Tushman, M. L. (2010). Exploration and exploitation within and across organizations. The Academy of Management Annals 4(1), 109–155. https://doi.org/10.1080/19416521003691287Lubatkin, M. H., Simsek, Z., Ling, Y., & Veiga, J. F. (2006). Ambidexterity and performance in small- to medium-sized firms: The pivotal role of top management team behavioral integration. Journal of Management, 32(5), 646–672. https://doi.org/10.1177/0149206306290712
March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87. https://doi.org/10.1287/orsc.2.1.71
Miles, M. B., & Huberman, A. M. (1994). Qualitative data analysis (2nd ed.). Sage Publications.
O’Reilly, C. A., & Tushman, M. L. (2004). The ambidextrous organization. Harvard Business Review, 82(4), 74–83. http://www.iot.ntnu.no/innovation/norsi-pims-courses/tushman/O%C3%86Reilly%20&%20Tushman%20(2004).pdf
O’Reilly, C. A., & Tushman, M. L. (2008). Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma. Research in Organizational Behavior, 28, 185–206. https://www.sciencedirect.com/science/article/pii/S0191308508000105
O’Reilly, C. A., & Tushman, M. L. (2011). Organizational ambidexterity in action: How managers explore and exploit. California Management Review, 53(4), 5–22. https://doi.org/10.1525/cmr.2011.53.4.5
O’Reilly, C. A., & Tushman, M. L. (2013). Organizational ambidexterity: Past, present, and future. Academy of Management Perspectives, 27(4), 324–338. https://doi.org/10.5465/amp.2013.0025
O’Reilly, C. A., Harreld, J. B., & Tushman, M. L. (2009). Organizational ambidexterity: IBM and emerging business opportunities. California Management Review, 51(4), 75–99. https://doi.org/10.2307/41166506
Peng, X., Lockett, M., Liu, D., & Qi, B. (2022). Building dynamic capability through sequential ambidexterity: A case study of the transformation of a latecomer firm in China. Journal of Management & Organization, 28(3), 502–521. https://doi.org/10.1017/jmo.2019.64
Pettit, K. L., Balogun, J., & Bennett, M. (2023). Transforming Visions into Actions: Strategic change as a future-making process. Organization Studies, 44(11), 1775–1799. https://doi.org/10.1177/01708406231171889
Porter, M. E. (1991). Towards a dynamic theory of strategy. Strategic Management Journal, 12(2 S), 95–117. https://doi.org/10.1002/smj.4250121008
Rajagopalan, N., & Spreitzer, G. M. (1996). Towards A Theory Of Strategic Change: A Multi-Lens Perspective And Integrative Framework. Academy of Management Proceedings. 51-55. https://doi.org/10.5465/ambpp.1996.4978183
Reischl, A., Böhm, S., & Homburg, C. (2022). Contextual ambidexterity: Tackling the exploitation and exploration dilemma of innovation management in SMEs. International Journal of Innovation and Technology Management, 19(2). https://doi.org/10.1142/S0219877022500067
Shiu, J.-M., Dallas, M. P., Wang, Z.-R., & Lin, P.-Y. (2023). The generational transition and sequential ambidexterity in the Android ecosystem. Academy of Management Proceedings,2023(1), 12082. https://doi.org/10.5465/AMPROC.2023.12082abstract
Silva, K. A. L. da, Souza, A. P. de, Brito, R. M., Cruz, F. C., Pinheiro, K. C., & Silva, M. M. da.
(2025). Ambidestria organizacional como competência estratégica: O equilíbrio entre exploração e explotação. Revista de Gestão e Secretariado, 16(6), 01–17. https://doi.org/10.7769/gesec.v16i6.4944
Smith, W. K., Binns, A., & Tushman, M. L. (2010). Complex business models: Managing strategic paradoxes simultaneously. Long Range Planning, 43(2–3), 448–461. https://doi.org/10.1016/j.lrp.2009.12.003
Sun, X., Rong, N., Sun, M., & Zhu, F. (2023). Combining structural and sequential ambidexterity: A configurational approach using fsQCA. Management and Organization Review, 19(4), 803–837.
Sutcliffe, K., Sitkin, S., & Browning, L. (2000). Tailoring process management to situational requirements. In R. Cole & W. Scott (Eds.), The quality movement & organization theory, 315–330.
Taylor, A., & Helfat, C. E. (2009). Organizational linkages for surviving technological change: Complementary assets, middle management, and ambidexterity. Organization Science, 20(4), 718–739. https://doi.org/10.1287/orsc.1090.0429
Teece, D. J., Peteraf, M., & Leih, S. (2016). Dynamic capabilities and organizational agility: Risk, uncertainty, and strategy in the innovation economy. California Management Review, 58(4), 13–35. https://doi.org/10.1525/cmr.2016.58.4.13
Tian, H., Dogbe, C. S. K., Pomegbe, W. W. K., Sarsah, S. A., & Otoo, C. O. A. (2020). Organizational learning ambidexterity and openness as determinants of SMEs’ innovation performance. European Journal of Innovation Management, 24(2), 414–438. https://doi.org/10.1108/EJIM-05-2019-0140
Tushman, M. L., & O’Reilly, C. A. (1996). Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38(4), 8–29. https://doi.org/10.2307/41165852
Tushman, M. L., & Romanelli, E. (1985). Organizational evolution: A metamorphosis model of convergence and reorientation. Research in Organizational Behavior, 7, 171–222. https://kendlevidian.pbworks.com/f/Tushman+%26+Romanelli+1985.pdf
Úbeda-García, M., Claver-Cortés, E., Marco-Lajara, B., & Zaragoza-Sáez, P. del C. (2020). Organizational ambidexterity in subsidiaries of knowledge-intensive sectors. Estudios Gerenciales, 36(157), 473–483. https://doi.org/10.18046/j.estger.2020.157.3906
Voss, G. B., & Voss, Z. G. (2013). Strategic ambidexterity in small and medium-sized enterprises: Implementing exploration and exploitation in product and market domains. Organization Science, 24(5), 1459–1477. https://doi.org/10.1287/orsc.1120.0790
Wójcik-Karpacz, A., Karpacz, J., & Rudawska, J. (2019). Exploration and exploitation of good practices by technology parks: Empirical findings from Poland. Managing Global Transitions, 17(4), 317–334. https://doi.org/10.26493/1854-6935.17.317-334
Downloads
Publicado
Como Citar
Edição
Seção
Licença
Copyright (c) 2025 Journal of Administrative Sciences
Este trabalho está licenciado sob uma licença Creative Commons Attribution-NonCommercial 4.0 International License.
Para publicação de trabalhos, os autores deverão assinar a Carta de Direitos Autorais, cujo modelo será enviado aos autores por e-mail, reservando os direitos, até mesmo de tradução, à RCA.
Para os textos que apresentam imagens (fotografias, retratos, obras de artes plásticas, desenhos fotografados, obras fotográficas em geral, mapas, figuras e outros), os autores devem encaminhar para a RCA carta original de autorização da empresa que detém a concessão e o direito de uso da imagem. A carta deve estar em papel timbrado e assinada pelo responsável da empresa, com autorização para o uso e a reprodução das imagens utilizadas no trabalho. O corpo da carta deve conter que a empresa é detentora dos direitos sobre as imagens e que dá direito de reprodução para a RCA. É importante salientar que os autores são responsáveis por eventuais problemas de direitos de reprodução das imagens que compõem o artigo.
A instituição e/ou qualquer dos organismos editoriais desta publicação NÃO SE RESPONSABILIZAM pelas opiniões, ideias e conceitos emitidos nos textos, por serem de inteira responsabilidade de seus autores
