Ambidestria Organizacional em Pequenas Empresas: Da Eficiência à Inovação

Lucas Silva Silveira; Amanda Wolek Rocha; Jefferson Marlon Monticelli

doi:10.5020/2318-0722.2025.31.e16248

Authors

Lucas Silva Silveira Universidade do Vale do Rio dos Sinos, São Leopoldo, Rio Grande do Sul, Brasil https://orcid.org/0009-0000-3469-2373
Amanda Wolek Rocha Universidade do Vale do Rio dos Sinos, São Leopoldo, Rio Grande do Sul, Brasil https://orcid.org/0000-0001-8051-261X
Jefferson Marlon Monticelli Universidade do Vale do Rio dos Sinos, São Leopoldo, Rio Grande do Sul, Brasil https://orcid.org/0000-0002-1605-7090

DOI:

https://doi.org/10.5020/2318-0722.2025.31.e16248

Keywords:

exploitation, exploration, ambidexterity, innovation, small businesses

Abstract

This study investigates the role of organizational ambidexterity in market expansion and strategic adaptation of small businesses in emerging markets. Ambidexterity, composed of exploitation and exploration, represents, respectively, the continuous improvement of existing processes and the exploration of new business opportunities, and is fundamental for facing challenges in rapidly changing environments with scarce resources. Although widely studied in large corporations and high-tech sectors, its application in small businesses, especially in situations of organizational transition, is still poorly understood. Through focus groups with managers and employees from two companies that share the same core competencies, this study analyzed how exploitation and exploration practices manifest themselves in the creation and consolidation of new business models. The results indicate that, even in the face of human and financial resource constraints, it is possible to achieve sequential and contextual ambidexterity simultaneously, balancing operational efficiency and innovation. In theoretical terms, the research contributes to the understanding of how small companies develop ambidextrous capabilities, while, from a practical perspective, it offers valuable insights for managers on sustainable growth strategies. It is hoped that these findings will help small companies optimize internal processes and explore new markets in a structured and strategic manner.

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Author Biographies

Lucas Silva Silveira, Universidade do Vale do Rio dos Sinos, São Leopoldo, Rio Grande do Sul, Brasil

Lucas Silva Silveira holds a bachelor’s degree in business administration from Unisinos University Porto Alegre, Brazil. He currently works as director of the Instituto Empreendedorismo de Verdade and as CEO and founder of Startta.

Amanda Wolek Rocha, Universidade do Vale do Rio dos Sinos, São Leopoldo, Rio Grande do Sul, Brasil

Amanda W. Rocha holds a master’s degree in business administration from Unisinos University, Porto Alegre, Brazil, and she is currently pursuing her PhD in Business Administration at the same University. Her main research interest is related to institutional theory, legitimacy and international business.

Jefferson Marlon Monticelli, Universidade do Vale do Rio dos Sinos, São Leopoldo, Rio Grande do Sul, Brasil

Jefferson M. Monticelli is Assistant Professor at Unisinos University. He holds a Post-Doctorate at the Department of Production and Operations Management at Fundação Getúlio Vargas, São Paulo School of Business Administration (FGV EAESP), São Paulo, Brazil. He was visiting student in the Department of Business Studies, Uppsala University, Sweden, during his Doctorate.

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