RESPONSIBLE ENTREPRENEURSHIP VISION DEVELOPMENT AND ETHICS

In search of balance. Managing ambidexterity in a fast growing techno-SME 353
Knowledge flows were linked by Mom et al. (2007) to explorative and exploitative activities.
The scales they developed were used in the questionnaire. To measure top-down and
horizontal knowledge flows, a 3-item construct was used, while a 2-item construct was used
for the bottom-up knowledge flows.
MT characteristics were measured by (Li, 2012) through TMT diversity, shared, vision,
connectedness, and trust. Since Li did not include the questions on how TMT diversity was
measured in the respective article, these questions could not be used. Shared vision is measured
on a 5-item scale, while connectedness and trust are both measured on a 4-item scale.
Market characteristics are measured by Li (2012) through a 4-item scale on environmental
competitiveness, and a 5-item scale on environmental dynamism. The market characteristics
can be an indication for a firm’s incentive to innovate.
The constructs involving strategy and ambidexterity were included in all questionnaires,
while MT characteristics and environment characteristics were only included in the MT questionnaire,
and managerial exploration and exploitation activities, and knowledge flows were
only included in the MT and managers questionnaire (since MT members are also unit managers).
The performance management and social support constructs were only included in
the employee questionnaire.
Data analysis
Questionnaire
The outcomes of the questionnaires were analyzed in SPSS, negative questions were recoded
and total scores were computed, after which Cronbach’s alpha was checked on acceptability
of the results, minimal, maximal, mean and standard deviation values were computed
to obtain a better sense of the results and identify major differences. Next, scatter plots were
drawn to further interpret the results and extract the information characterizing Ampelmann
to be used during the interviews.
Interviews
Interviews were taped and the recorded audio files were uploaded in transcription software
for easier (but manual) transcription. Next, the transcribed texts were uploaded in Atlas
TI for interview coding, for which the following coding categories were identified:
– Strength (of innovation processes)
– Weakness (of innovation processes)
– Conflicting Demand
– Need
– Decision Moment
– Decision Maker
During the coding process, subcategories were added to represent the meaning of what
was being said by the interviewee. Also, top level categories (innovation and explorationexploitation)
were added, to separate the strengths between the two categories. The weaknesses
were coded only in relation to the innovation process, while the conflicting demands
were coded only in relation to exploration and exploitation at company level.