When does betting on ambidexterity pay off? Exploring SME’s customer relationship strategies during crises

Abstract

This study draws on the strategic fit framework and portfolio theory to show how ambidexterity in SMEs evolves in times of crisis. Using survey-based data and objective performance data collected at two points in time, we develop a framework that examines SMEs’ ambidextrous strategic orientation and customer retention-acquisition ambidexterity in relation to performance. This framework accounts for the interaction effects of customer portfolio management, proactiveness and customer concentration. The results show that an ambidextrous strategic orientation is positively related to retention-acquisition ambidexterity. Customer portfolio management can increase retention-acquisition ambidexterity when ambidextrous strategic orientation is low and vice versa. However, the importance of customer portfolio management is lower for SMEs with a strong proactive stance. Finally, the results show that customer concentration can undermine the effect of retention-acquisition ambidexterity on performance. This finding opens an interesting discussion on whether increasing retention-acquisition ambidexterity always benefits SME performance in times of crisis.