Effects of organizational ambidexterity on innovation performance: The mediating role of strategic social media capability. TITLE Effects of organizational ambidexterity on innovation performance: The mediating role of strategic social media capability. The purpose of this research was to investigate the direct effects of the two components of organizational ambidexterity, strategic social media capability, and innovation performance, as well as the moderating effects of environmental dynamism on the relationship between the two components of organizational ambidexterity and strategic social media capability. , the moderating effect of entrepreneurial orientation, affective orientation on the relationship between strategic social media capability and innovation performance, and to investigate the mediating effect of strategic social media capability on the relationship between the two components of organizational ambidexterity and innovation performance.
The empirical results showed that the two components of organizational ambidexterity (both exploitation and exploration) played an important role in influencing the strategic capabilities and innovation performance of social media. In particular, social media's strategic capabilities played an important role in mediating between two components of organizational ambidexterity (both exploitation and exploration) and innovation performance. Furthermore, the finding supported the moderating effect of entrepreneurial orientation on the relationship between social media strategic capabilities and innovation performance.
However, the finding did not support the moderating effect of effective orientation on the relationship between strategic social media capability and innovation performance.
INTRODUCTION INTRODUCTION
Social media strategic capability is positively related to firm’s innovation performance
Therefore, we believe that social media strategic capabilities influence innovation performance as proposed in the next hypothesis. Which considered EO as moderating the relationship between social media strategic capability and innovation performance. It is important that in the information and network economy, key stakeholders have access to a variety of social networks and social media platforms, with which they can hold two-way conversations with an organization and share their experiences (Sahaym, Datta, & Brooks, 2019). leads to innovativeness.
As previous study highlights, EO drives organizations to social media strategic ability to leverage innovative ideas, learn more about their competition and. This is because innovativeness, proactivity and risk-taking behavior inherently reflect a predisposition to explore and use new applications such as social media for innovation performance (Muninger et al., 2019). Moreover, EO can enable firms to transform their social media strategic capability into a greater influence on innovation performance by stimulating the pursuit of new knowledge and opportunities from social media strategic capabilities and enhancing the capability of firms.
Therefore, we believe that the relationship between strategic social media capability and innovation performance for firms will be greatly strengthened in organizations with EO, as proposed in the following hypothesis.
Hypothesis 4: Entrepreneurial orientation moderates the relationship between social media strategic capability and firm’s innovation performance
Therefore, it is expected that the relationship between strategic social media capabilities and innovation performance will be greatly strengthened in firms with effectiveness. Implicitly, the discussion suggests that organizational ambidexterity affects innovation performance through their strategic social media capability. Therefore, this research suggests that strategic social media capability plays a mediating role in the relationship between the two components of organizational ambidexterity (both exploitation and exploration) and innovation performance.
Second, environmental dynamics shows its moderating role in the relationship between the two components of organizational ambiguity and social media strategic capability. Third, entrepreneurial orientation shows its moderating role in the relationship between social media strategic capability and innovation performance. Fourth, affective orientation shows its moderating role in the relationship between social media strategic capability and innovation performance.
Finally, social media strategic capability shows its mediating role in the relationship between the two components of organizational skill and innovation performance. H4 Entrepreneurial orientation positively moderates the relationship between strategic social media capability and firm innovation performance. The third to sixth parts refer to the evaluation of each of the constructs in the conceptual model.
The questionnaire details are attached in Appendix A (English version) and Appendix B (Thai version). Environmental dynamics reflect the rate of change and instability in the external environment (Jansen et al., 2009). R&D has indicated a more likely impact on organizational ambidexterity, social media strategic capability, and innovation performance.
Thus, this study considers R&D investment as one of the control variables in the interaction environment between organizational ambidexterity, social media strategic capabilities, and its innovation performance. It can be concluded that the internal consistency of the entire scale is present in this study.
RESULTS
This reveals that there is significance in the structural relationship between social media exploitation and strategic capability (H1a) at p-value < 0.001. The result of this test reveals a positive and significant relationship between social media research and strategic capability (H1b). Research would have a greater positive impact regarding the strategic capacity of social media compared to exploitation.
The result of this test shows that social media strategic capabilities are significantly and positively related to innovation performance (t-value = 3.331, p-value = 0.000). However, the strategic capability of social media is positively and significantly related to innovation performance at a p-value < 0.001. ET is exploitation; EP is exploration; SMSC stands for strategic social media skills and IP stands for innovation performance.
The results show that the direct and indirect between exploitation, exploration, social media strategic ability and innovation performance. Substituting an equation for the exploitation can influence innovation through social media strategic capability. Similarly, the substitution of a comparison for the exploration can influence innovation through social media strategic capability.
Hypothesis 2a examines environmental dynamics as a moderator of the relationship between exploitation and social media strategic capability. Hypothesis 4, entrepreneurial orientation, is examined as a moderator of the relationship between social media strategic capabilities and innovation performance. The results show that social media strategic capability and entrepreneurial orientation are significantly and positively related to innovation performance (β = 0.152, t-value = 2.536, p-value = 0.011).
In this section, hypothesis 5 stated a relationship between the social media strategic ability moderated by effective orientation based on innovation performance. The results show that effective orientation was not a moderator in the relationship between social media strategic ability and innovation performance (β = -0.031, t-value = -0.518, p-value = 0.604).
DISCUSSION AND CONCLUSION
Findings also show that entrepreneurial orientation moderates the effect of social media strategic capability on innovation performance (H4). The findings show that exploration is positively and significantly related to social media strategic capability (H1b). The results show that environmental dynamics do not moderate the relationship between exploitation and social media strategic capability (H2a).
Similarly, the results show that environmental dynamics cannot moderate the relationship between social media exploration and strategic capability (H2b). Hypothesis testing results demonstrate that entrepreneurial orientation moderates the relationship between social media strategic capability and innovation performance (H4). Accordingly, the results show that EO moderates the relationship between social media strategic capability and innovation performance.
On the contrary, the moderating effect of effective orientation between social media strategic capability and innovation performance (H5). The results show that effective orientation cannot moderate the relationship between social media strategic capability and innovation performance. The results suggest that social media strategic capability may mediate the relationship between two components of organizational ambidexterity (exploitation and exploration) and innovation performance.
First, the result shows that two components of organizational ambidexterity (both exploitation and exploration) are significant in the strategic capabilities of social media. Fourth, environmental dynamism is not a moderator in the relationship between organizational ambidexterity (both exploitation and exploration) and social media strategic capability. Fifth, the finding supports the moderating effect of entrepreneurial orientation on the relationship between social media strategic capabilities and innovation performance.
Sixth, the result does not support the moderating effect of effective orientation in the relationship between social media strategic capability and innovation performance. The results show that social media strategic capability significantly mediates the relationship between two components of organizational ambidexterity (both exploitation and exploration) and innovation performance.
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APPENDICES
- General information 1. Gender
- General information about information and communication technology businesses in Thailand
- Innovation performance
- Organizational ambidexterity
- Social media strategic capability and Environmental dynamism
- Entrepreneurial orientation and Effectual orientation
- Benefit system (Marker Variable)
- Recommendations and suggestions in learning use social media on firm's innovation
The purpose of this study is to investigate the effects of organizational ambidexterity on innovation performance: the mediating role of social media strategic capabilities of information and communications technology (ICT) firms in Thailand. Explanation: Please include () in the field that reflects your opinion on the company's innovation performance. Our office is better than our competitors in terms of the number of innovations (new products and services) over the past 3 years.
4.Our firm offers innovative products and services that enable it to compete with the leading brands in the market. 5.Our firm gains market share by adopting new ideas and technologies to improve the quality of products and services. Explanation: Please include () in field that reflects your opinion about the exploitation and exploration of the company.
Over the last three years invested in improving skills in exploiting mature technologies that improve the productivity of current innovation operations. Over the past three years, skills have been upgraded in product development processes where the company already has significant experience. During the last three years, products and production technologies completely new to the company have been acquired.
During the last three years, strengthened innovation skills in areas where it had no previous experience. Explanation: Please include () in a field that reflects your opinion of the company's overall social media strategic capability and environmental dynamics. My organization has the ability to use social media to quickly become aware of new business opportunities or threat opportunities.
Explanation: Please include () in the field that reflects your opinion on the entrepreneurial orientation and effective orientation of the company. Because of the nature of the environment, bold and far-reaching actions are necessary to achieve the firm's objectives.
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