Organizational learning ambidexterity and openness, as determinants of SMEs' innovation performance

Hongyun Tian, Courage Simon Kofi Dogbe, Wisdom Wise Kwabla Pomegbe, Sampson Ato Sarsah, Charles Oduro Acheampong Otoo · 2020 · European Journal of Innovation Management

Summary. Small and medium enterprises in Ghana achieve stronger innovation performance by combining both exploitative and exploratory learning strategies simultaneously—a practice called organizational learning ambidexterity—rather than relying on either approach alone. Openness to external knowledge further strengthens this effect. SME managers should adopt both learning strategies together to gain competitive advantage.

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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. https://doi.org/10.1108/ejim-05-2019-0140

@article{tian-2020-organizational-learning-ambidexterity-openness-determinants,
  title   = {Organizational learning ambidexterity and openness, as determinants of SMEs' innovation performance},
  author  = {Hongyun Tian and Courage Simon Kofi Dogbe and Wisdom Wise Kwabla Pomegbe and Sampson Ato Sarsah and Charles Oduro Acheampong Otoo},
  journal = {European Journal of Innovation Management},
  year    = {2020},
  doi     = {10.1108/ejim-05-2019-0140},
  url     = {https://doi.org/10.1108/ejim-05-2019-0140}
}

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TI  - Organizational learning ambidexterity and openness, as determinants of SMEs' innovation performance
AU  - Hongyun Tian
AU  - Courage Simon Kofi Dogbe
AU  - Wisdom Wise Kwabla Pomegbe
AU  - Sampson Ato Sarsah
AU  - Charles Oduro Acheampong Otoo
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DO  - 10.1108/ejim-05-2019-0140
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Details

DOI: 10.1108/ejim-05-2019-0140
Countries: Ghana
Regions: Africa
Categories: entrepreneurship, innovation-theory, general-innovation
Added: 2026-04-28