RESPONSIBLE ENTREPRENEURSHIP VISION DEVELOPMENT AND ETHICS

In search of balance. Managing ambidexterity in a fast growing techno-SME 351
Figure 2: A scale model of the A-type
Research methodology
We decided to do a case study due to the lack on (applied) ambidexterity theories on SMEs
and because we want to investigate the process of Ampelmann coping with ambidexterity.
Data collection took place over the course of approximately three months through questionnaires
and semi-structured interviews with Ampelmann managers and employees, zooming
in on the innovation process and the interplay between the explorative and exploitative activities.
The questionnaire was used to identify proxies for certain factors influencing or determining
ambidexterity, creating a better understanding of Ampelmann’s situation, which could
then be used as a more knowledgeable basis for the interviews.
Questionnaires
Literature provides multiple questionnaires with (validated) scales to measure ambidexterity
and related antecedents (see: Mom et al., 2007; Li, 2012; Jansen et al., 2006; Birkinshaw
& Gibson, 2004). The scales were combined in the Ampelmann-case and four questions
on strategy were added. This resulted in separate questionnaires for the Management Team
(MT), for managers and for employees. The three questionnaires consisted in part of the same
scales, and in part of specific scales aimed at the target group. Each question was answered
on a 7-point Likert-scale. Before distributing the questionnaires, the questions were tested
on non-native English speakers (students) and words and sentences that were not clear were
reformulated with the help of a native speaker of English. At the start of the questionnaires,
respondents were asked to fill out their first name, position and the number of years they had
worked at Ampelmann, and told that the results of the questionnaire would be processed anonymously.
Questionnaires were distributed throughout the office on paper and in person to the
respondents, to increase the rate of response and reduce response time. If people were out of
office for a longer time period (as regularly happens at Ampelmann), they were asked to fill
out the questionnaire via e-mail. All MT members (7), all managers (7) and employees from
both engineering and operations were approached.