Abstract
Small and medium-sized enterprises (SMEs) operate under conditions of chronic resource constraints, which makes it important to study strategies capable of transforming available resources into sustainable financial outcomes. One such strategy is entrepreneurial bricolage - the unconventional recombination of existing resources to address organizational challenges. This article examines the impact of bricolage on SME performance, evaluates the mediating role of organizational ambidexterity, and investigates the moderating effect of entrepreneurial leadership. The empirical basis consists of data from a large-scale survey of Russian SMEs combined with objective financial indicators; the model was estimated using the PROCESS macro (Models 4 and 14), controlling for firm characteristics, industry environment, and managerial profiles.
The empirical analysis confirms that bricolage has a significant positive effect on SME performance and fosters the development of organizational ambidexterity. At the same time, ambidexterity negatively affects firm performance, which paradoxically results in an indirect negative effect. Entrepreneurial leadership moderates this relationship, and its high level mitigates the adverse impact of ambidexterity. The findings show that in the absence of strong leadership, ambidexterity may reduce the effectiveness of resource-constrained firms. The results contribute to entrepreneurship theory and offer practical implications for SMEs seeking innovation-driven growth.
References
Abebe M., Alvarado D.A. (2013) Founder-CEO status and firm performance: An exploratory study of alternative perspectives. Journal of Strategy and Management, 6(4), 343–357. https://doi.org/10.1108/jsma-03-2013-0014
Abid N., Dowling M., Ceci F., Aftab J. (2023) Does resource bricolage foster SMEs’ competitive advantage and financial performance?
A resource-based perspective. Business Strategy and the Environment, 32(8), 5833–5853. https://doi.org/10.1002/bse.3451
Adomako S., Zhu F., Hsu D.K., Istipliler B., Wiklund J. (2024) Navigating environmental threats to new ventures: A regulatory fit approach to bricolage. Journal of Management Studies. https://doi.org/10.1111/joms.13115
Akbari M., Baghersad V., Harandizadeh M., Giglio C., Padash H. (2025) Absorptive capacity and technological innovation: Ambidexterity and research and development. Management Decision. https://doi.org/10.1108/md-07-2024-1708
Aldrich H.E., Ruef M. (2018) Unicorns, gazelles, and other distractions on the way to understanding real entrepreneurship in the United States. Academy of Management Perspectives, 32(4), 458–472. https://doi.org/10.5465/amp.2017.0123
An W., Rüling C.C., Zheng X., Zhang J. (2020) Configurations of effectuation, causation, and bricolage: Implications for firm growth paths. Small Business Economics, 54, 843–864. https://doi.org/10.1007/s11187-019-00155-8
An W., Zhao X., Cao Z., Zhang J., Liu H. (2017) How bricolage drives corporate entrepreneurship: The roles of opportunity identification and learning orientation. Journal of Product Innovation Management, 35(1), 49–65. https://doi.org/10.1111/jpim.12377
Andersén J. (2011) Strategic resources and firm performance. Management Decision, 49(1), 87–98. https://doi.org/10.1108/00251741111094455
Atkinson J., Hurstfield J. (2003) Annual survey of small businesses: UK Small Business Service 2003, Brighton (UK): Institute of Employment Studies.
Baker T., Nelson R.E. (2005) Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50(3), 329–366. https://doi.org/10.2189/asqu.2005.50.3.329
Banerjee P.M., Campbell B.A. (2009) Inventor bricolage and firm technology research and development. R&D Management, 39(5), 473–487. https://doi.org/10.1111/j.1467-9310.2009.00572.x
Barney J. (1991) Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. https://doi.org/10.1177/014920639101700108
Batra S. (2025) It takes a village: Entrepreneurial bricolage in rural cooperative enterprise development. Management Decision, 63(11), 3914–3933. https://doi.org/10.1108/md-03-2024-0588
Berger A.N., Kick T., Schaeck K. (2014) Executive board composition and bank risk taking. Journal of Corporate Finance, 28, 48–65.
https://doi.org/10.1016/j.jcorpfin.2013.11.006
Boikos S., Pinar M., Stengos T. (2023) Bribery, on-the-job training, and firm performance. Small Business Economics, 60(1), 37–58.
https://doi.org/10.1007/s11187-022-00633-6
Bojica A.M., Jiménez J.M.R., Nava J.A.R., Fuentes-Fuentes M.M. (2018) Bricolage and growth in social entrepreneurship organisations. Entrepreneurship & Regional Development, 30(3–4), 362–389. https://doi.org/10.1080/08985626.2017.1413768
Bokhari S.A.A. (2026) Overcoming Institutional Inertia: Intrapreneurship in Public Sector. Foresight and STI Governance, 20(1), 29771. https://doi.org/10.17323/fstig.2026.29771
Boronat-Navarro M., Escribá-Esteve A., Navarro-Campos J. (2021) Ambidexterity in micro and small firms: Can competitive intelligence compensate for size constraints? BRQ Business Research Quarterly, 27(3), 210–226. https://doi.org/10.1177/23409444211054861
Burrus R.T., Graham J.E., Jones A.T. (2018) Regional innovation and firm performance. Journal of Business Research, 88, 357–362. https://doi.org/10.1016/j.jbusres.2017.12.042
Busch C., Barkema H. (2020) From necessity to opportunity: Scaling bricolage across resource-constrained environments. Strategic Management Journal, 42(4), 741–773. https://doi.org/10.1002/smj.3237
Cegarra-Navarro J.G., Sánchez-Vidal M.E., Cegarra-Leiva D. (2011) Balancing exploration and exploitation of knowledge through an unlearning context. Management Decision, 49(7), 1099–1119. https://doi.org/10.1108/00251741111151163
Chakma R., Paul J., Dhir S. (2021) Organizational ambidexterity: A review and research agenda. IEEE Transactions on Engineering Management, 71, 121–137. https://doi.org/10.1109/tem.2021.3114609
Ciborra C.U., Lanzara G.F. (1994) Formative contexts and information technology: Understanding the dynamics of innovation in organizations. Accounting, Management and Information Technologies, 4(2), 61–86. https://doi.org/10.1016/0959-8022(94)90005-1
Cogliser C.C., Brigham K.H. (2004) The intersection of leadership and entrepreneurship: Mutual lessons to be learned. The Leadership Quarterly, 15(6), 771–799. https://doi.org/10.1016/j.leaqua.2004.09.004
Crupi A., Liu S., Liu W. (2022) The top-down pattern of social innovation and social entrepreneurship: Bricolage and agility in response to COVID-19: Cases from China. R&D Management, 52(2), 313–330. https://doi.org/10.1111/radm.12499
Davidsson P., Baker T., Senyard J.M. (2017) A measure of entrepreneurial bricolage behavior. International Journal of Entrepreneurial Behaviour & Research, 23(1), 114–135. https://doi.org/10.1108/ijebr-11-2015-0256
Dawa S., Mulira F., Aruo F. (2025) Entrepreneurial bricolage and entrepreneurial success among female entrepreneurs in resource-constrained settings: A qualitative study. Journal of Small Business & Entrepreneurship, 2536944. https://doi.org/10.1080/08276331.2025.2536944
Desa G. (2012) Resource mobilization in international social entrepreneurship: Bricolage as a mechanism of institutional transformation. Entrepreneurship Theory and Practice, 36(4), 727–751. https://doi.org/10.1111/j.1540-6520.2010.00430.x
Desa G., Basu S. (2013) Optimization or bricolage? Overcoming resource constraints in global social entrepreneurship. Strategic Entrepreneurship Journal, 7(1), 26–49. https://doi.org/10.1002/sej.1150
Duymedjian R., Rüling C.C. (2010) Towards a foundation of bricolage in organization and management theory. Organization Studies, 31(2), 133–151. https://doi.org/10.1177/0170840609347051
Eggers F. (2020) Masters of disasters? Challenges and opportunities for SMEs in times of crisis. Journal of Business Research, 116, 199–208. https://doi.org/10.1016/j.jbusres.2020.05.025
Feng C., Huang W., Wang D., Ye Q. (2025) Conflict haunting in entrepreneurial teams: Entrepreneurial bricolage and competitive environment. Management Decision, 64 (3), 1128–1148. https://doi.org/10.1108/md-05-2024-1000
Fisher G. (2012) Effectuation, causation, and bricolage: A behavioral comparison of emerging theories in entrepreneurship research. Entrepreneurship Theory and Practice, 36(5), 1019–1051. https://doi.org/10.1111/j.1540-6520.2012.00537.x
Francisco J.P. (2024) Bricolage and the entrepreneurial process in times of crisis: Insights from new ventures in the Philippines. Journal of Entrepreneurship in Emerging Economies, 17 (3), 672–700. https://doi.org/10.1108/jeee-09-2023-0399
Fu H., Chen W., Huang X., Li M., Köseoglu M.A. (2020) Entrepreneurial bricolage, ambidexterity structure, and new venture growth: Evidence from the hospitality and tourism sector. International Journal of Hospitality Management, 85, 102355. https://doi.org/10.1016/j.ijhm.2019.102355
Fultz A.E., Baker T. (2017) The day of small beginnings: Bricolage as a source of dynamic capabilities in young firms. Academy of Management Proceedings, 2017(1), 14798. https://doi.org/10.5465/ambpp.2017.14798abstract
Garud R., Karnøe P. (2003) Bricolage versus breakthrough: Distributed and embedded agency in technology entrepreneurship. Research Policy, 32(2), 277–300. https://doi.org/10.1016/s0048-7333(02)00100-2
Ghardallou W. (2022) Corporate sustainability and firm performance: The moderating role of CEO education and tenure. Sustainability, 14(6), 3513. https://doi.org/10.3390/su14063513
Gibson C.B., Birkinshaw J. (2004) The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of Management Journal, 47(2), 209–226. https://doi.org/10.2307/20159573
Guo Z., Zhang J., Gao L. (2018) It is not a panacea! The conditional effect of bricolage in SME opportunity exploitation. R&D Management, 48(5), 603–614. https://doi.org/10.1111/radm.12325
Gupta A.K., Smith K.G., Shalley C.E. (2006) The interplay between exploration and exploitation. Academy of Management Journal, 49(4), 693–706. https://doi.org/10.5465/amj.2006.22083026
Gupta V., MacMillan I.C., Surie G. (2003) Entrepreneurial leadership: Developing and measuring a cross-cultural construct. Journal of Business Venturing, 19(2), 241–260. https://doi.org/10.1016/s0883-9026(03)00040-5
Habbershon T.G., Williams M.L. (1999) A resource-based framework for assessing the strategic advantages of family firms. Family Business Review, 12(1), 1–25. https://doi.org/10.1111/j.1741-6248.1999.00001.x
Hambrick D.C., Finkelstein S., Cannella A.A. (2009) Strategic leadership: Theory and research on executives, top management teams, and boards, Oxford: Oxford University Press.
Hannevig H. (2025) The influence of CEO succession on ambidextrous strategies in family versus nonfamily SMEs: A knowledge- and resource-based view. BRQ Business Research Quarterly, 28(4). https://doi.org/10.1177/23409444251343099
Hayes A.F. (2017) Introduction to mediation, moderation, and conditional process analysis: A regression-based approach, New York: Guilford Press.
He L. (2007) Do founders matter? A study of executive compensation, governance structure and firm performance. Journal of Business Venturing, 23(3), 257–279. https://doi.org/10.1016/j.jbusvent.2007.02.001
Heij C.V., Volberda H.W., Van Den Bosch F.A. (2014) How does business model innovation influence firm performance: The effect of environmental dynamism. Academy of Management Proceedings, 2014(1), 16500. https://doi.org/10.5465/ambpp.2014.234
Hendry C., Harborne P. (2011) Changing the view of wind power development: More than bricolage. Research Policy, 40(5), 778–789. https://doi.org/10.1016/j.respol.2011.03.001
Hess V., Lebraty J. (2025) Not a gap but an overlap: Project teams and exploration vs exploitation in technological innovation. Management Decision (ahead-of-print). https://doi.org/10.1108/md-04-2024-0863
Hong J.F.L., Snell R.S. (2023) Locally initiated and designed innovation and potential reverse transfer through selective bricolage at three MNC subsidiaries in China. R&D Management, 53(2), 298–321. https://doi.org/10.1111/radm.12568
Junni P., Sarala R.M., Taras V., Tarba S.Y. (2013) Organizational ambidexterity and performance: A meta-analysis. Academy of Management Perspectives, 27(4), 299–312. https://doi.org/10.5465/amp.2012.0015
Kassotaki O. (2022) Review of organizational ambidexterity research. SAGE Open, 12(1), 21582440221082127. https://doi.org/10.1177/21582440221082127
Kock F., Berbekova A., Assaf A.G. (2021) Understanding and managing the threat of common method bias: Detection, prevention and control. Tourism Management, 86, 104330. https://doi.org/10.1016/j.tourman.2021.104330
Kock N. (2017) Common method bias: A full collinearity assessment method for PLS-SEM. In: Partial Least Squares Path Modeling
(eds. H. Latan, R. Noonan), Cham: Springer, pp. 245–257. https://doi.org/10.1007/978-3-319-64069-3_11
Kock N., Lynn G. (2012) Lateral collinearity and misleading results in variance-based SEM: An illustration and recommendations. Journal of the Association for Information Systems, 13(7), 546–580. https://doi.org/10.17705/1jais.00302
Kyrgidou L.P., Petridou E. (2011) The effect of competence exploration and competence exploitation on strategic entrepreneurship. Technology Analysis & Strategic Management, 23(6), 697–713. https://doi.org/10.1080/09537325.2011.585040
Latham S.F. (2005) Examining creative destruction in the IT industry: A resource-based view perspective (Doctoral dissertation), Amherst, MA: University of Massachusetts Amherst.
Lefebvre V. (2024) Navigating challenges: Lean inventory management and SMEs performance during the COVID-19 crisis and beyond. Small Business Economics, 64, 1901–1927. https://doi.org/10.1007/s11187-024-00969-1
Leitch C.M., Volery T. (2017) Entrepreneurial leadership: Insights and directions. International Small Business Journal: Researching Entrepreneurship, 35(2), 147–156. https://doi.org/10.1177/0266242616681397
Lin D., Rayavarapu S.N., Tadjeddine K., Yeoh R. (2022) Beyond financials: Helping small and medium-size enterprises thrive, New York: McKinsey & Company.
Liu X., Zhang L. (2024) Entrepreneurial bricolage, business model innovation, and sustainable entrepreneurial performance of digital entrepreneurial ventures: The moderating effect of digital entrepreneurial ecosystem empowerment. Sustainability, 16(18), 8168.
https://doi.org/10.3390/su16188168
Lubatkin M.H., Simsek Z., Ling Y., Veiga J.F. (2006) Ambidexterity and performance in small-to medium-sized firms: The pivotal role of top management team behavioral integration. Journal of Management, 32(5), 646–672. https://doi.org/10.1177/0149206306290712
March J.G. (1991) Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87. https://doi.org/10.1287/orsc.2.1.71
Mateus S., Sarkar S. (2024) Bricolage – A systematic review, conceptualization, and research agenda. Entrepreneurship & Regional Development, 36(7–8), 833–854. https://doi.org/10.1080/08985626.2024.2303426
Mendes T., González-Loureiro M., Silva C., Braga V. (2026) Exploration, exploitation, or ambidexterity? A meta-analysis of SME strategic orientation and performance across different levels of environmental munificence. BRQ Business Research Quarterly, 29. https://doi.org/10.1177/23409444251397410
Menter M., Göcke L., Zeeb C., Clauss T. (2023) Disentangling the complex longitudinal relationships between business model innovation and firm performance. Journal of Business Research, 168, 114229. https://doi.org/10.1016/j.jbusres.2023.114229
Miller D., Friesen P.H. (1982) Innovation in conservative and entrepreneurial firms: Two models of strategic momentum. Strategic Management Journal, 3(1), 4250030102. https://doi.org/10.1002/smj.4250030102
Mostafiz M.I., Ahmed F.U., Ahammad M.F., Rahman P.N.A. (2025) Entrepreneurial cognition and artificial intelligence adoption — Contingency role of innovation ecosystem resource mobilization and entrepreneurial bricolage. R&D Management, 55(5), 1754–1772. https://doi.org/10.1111/radm.12781
Nawaz A., Wenqi J., Akhtar S. (2025) Entrepreneurial leadership and organizational performance: Employee creativity and behavior. Management Decision, 63(7), 2486–2510. https://doi.org/10.1108/md-02-2024-0317
Ng S., Ahmed P.K. (2025) The role of dynamic capabilities in the development of organisational ambidexterity and its effect on timely responsiveness in emerging market high-tech firms. R&D Management, 55(2), 577–597. https://doi.org/10.1111/radm.12712
Nguyen H.L., Fan P. (2022) CEO education and firm performance: Evidence from corporate universities. Administrative Sciences, 12(4), 145. https://doi.org/10.3390/admsci12040145
Nguyen P.V., Huynh H.T.N., Lam L.N.H., Le T.B., Nguyen N.H.X. (2021) The impact of entrepreneurial leadership on SMEs’ performance: The mediating effects of organizational factors. Heliyon, 7(6), e07326. https://doi.org/10.1016/j.heliyon.2021.e07326
O’Reilly C.A., Tushman M.L. (2004) The ambidextrous organization. Harvard Business Review, 82(4), 74–83.
O’Reilly C.A., Tushman M.L. (2008) Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma. Research in Organizational Behavior, 28, 185–206. https://doi.org/10.1016/j.riob.2008.06.002
O’Reilly C.A., Tushman M.L. (2013) Organizational ambidexterity: Past, present, and future. Academy of Management Perspectives, 27(4), 324–338. https://doi.org/10.5465/amp.2013.0025
OECD (2023) OECD SME and Entrepreneurship Outlook 2023, Paris: OECD.
Osiyevskyy O., Shirokova G., Ritala P. (2020) Exploration and exploitation in crisis environment: Implications for level and variability of firm performance. Journal of Business Research, 114, 227–239. https://doi.org/10.1016/j.jbusres.2020.04.015
Papachroni A., Heracleous L., Paroutis S. (2015) Organizational ambidexterity through the lens of paradox theory: Building a novel research agenda. The Journal of Applied Behavioral Science, 51(1), 71–93. https://doi.org/10.1177/0021886314553101
Raisch S., Birkinshaw J., Probst G., Tushman M.L. (2009) Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organization Science, 20(4), 685–695. https://doi.org/10.1287/orsc.1090.0428
Ravishankar M., Gurca A. (2016) A bricolage perspective on technological innovation in emerging markets. IEEE Transactions on Engineering Management, 63(1), 53–66. https://doi.org/10.1109/tem.2015.2494501
Renko M., El Tarabishy A., Carsrud A.L., Brännback M. (2015) Understanding and measuring entrepreneurial leadership style. Journal of Small Business Management, 53(1), 54–74. https://doi.org/10.1111/jsbm.12086
Roth L., Corsi S., Hughes M. (2024) Ambidexterity within a multinational context: How organisations can leverage explorative and exploitative reverse innovation. R&D Management, 54(3), 628–643. https://doi.org/10.1111/radm.12668
Salunke S., Weerawardena J., McColl-Kennedy J.R. (2012) Entrepreneurial bricolage and service innovation-based competitive strategy. Journal of Business Research, 66(8), 1085–1097. https://doi.org/10.1016/j.jbusres.2012.03.005
Senyard J., Baker T., Steffens P., Davidsson P. (2014) Bricolage as a path to innovativeness for resource-constrained new firms. Journal of Product Innovation Management, 31(2), 211–230. https://doi.org/10.1111/jpim.12091
Shane S., Locke E.A., Collins C.J. (2003) Entrepreneurial motivation. Human Resource Management Review, 13(2), 257–279. https://doi.org/10.1016/s1053-4822(03)00017-2
Sharma P. (2008) Familiness: Capital stocks and flows between family and business. Entrepreneurship Theory and Practice, 32(6), 971–977. https://doi.org/10.1111/j.1540-6520.2008.00266.x
Shirokova G., Beliaeva T., Manolova T.S. (2022) The role of context for theory development: Evidence from entrepreneurship research on Russia. Entrepreneurship Theory and Practice, 47(6), 2384–2418. https://doi.org/10.1177/10422587221138226
Shirokova G., Bystrov A., Vlasova V., Morris M.H. (2024) Business model innovation and SME performance and performance variability: The role of CEO persistence. Journal of Small Business Management, 2436978. https://doi.org/10.1080/00472778.2024.2436978
Short J.S., Moss T.W., Lumpkin G.T. (2009) Research in Social Entrepreneurship: Past Contributions and Future Opportunities. Strategic Entrepreneurship Journal, 3(2), 161–194. https://doi.org/10.1002/sej.69
Simsek Z. (2009) Organizational ambidexterity: Towards a multilevel understanding. Journal of Management Studies, 46(4), 597–624. https://doi.org/10.1111/j.1467-6486.2009.00828.x
Sirmon D.G., Hitt M.A., Ireland R.D. (2007) Managing firm resources in dynamic environments to create value: Looking inside the black box. Academy of Management Review, 32(1), 273–292. https://doi.org/10.5465/amr.2007.23466005
Sirmon D.G., Hitt M.A., Ireland R.D., Gilbert B.A. (2011) Resource orchestration to create competitive advantage: Breadth, depth, and life cycle effects. Journal of Management, 37(5), 1390–1412. https://doi.org/10.1177/0149206310385695
Soto-Acosta P., Popa S., Martinez-Conesa I. (2018) Information technology, knowledge management and environmental dynamism as drivers of innovation ambidexterity: A study in SMEs. Journal of Knowledge Management, 22(4), 824–879. https://doi.org/10.1108/jkm-10-2017-0448
Steffens P.R., Baker T., Davidsson P., Senyard J.M. (2023) When is less more? Boundary conditions of effective entrepreneurial bricolage. Journal of Management, 49(4), 1277–1311. https://doi.org/10.1177/01492063221077210
Stenholm P., Renko M. (2016) Passionate bricoleurs and new venture survival. Journal of Business Venturing, 31(5), 595–611. https://doi.org/10.1016/j.jbusvent.2016.05.004
Stinchfield B.T., Nelson R.E., Wood M.S. (2013) Learning from Lévi-Strauss’ legacy: Art, craft, engineering, bricolage, and brokerage in entrepreneurship. Entrepreneurship Theory and Practice, 37(4), 889–921. https://doi.org/10.1111/j.1540-6520.2012.00523.x
Taber K.S. (2018) The use of Cronbach’s alpha when developing and reporting research instruments in science education. Research in Science Education, 48(6), 1273–1296. https://doi.org/10.1007/s11165-016-9602-2
Tajeddini K., Gamage T.C., Tajeddini O., Kallmuenzer A. (2023) How entrepreneurial bricolage drives sustained competitive advantage of tourism and hospitality SMEs: The mediating role of differentiation and risk management. International Journal of Hospitality Management, 111, 103480. https://doi.org/10.1016/j.ijhm.2023.103480
Tao X., Wang C.L., Robson P.J.A., Hughes M. (2024) How does team learning from failure facilitate new product performance? The double-edged moderating effect of collective efficacy. Small Business Economics, 64, 133–155. https://doi.org/10.1007/s11187-024-00895-2
Teece D.J. (2012) Dynamic capabilities: Routines versus entrepreneurial action. Journal of Management Studies, 49(8), 1395–1401.
https://doi.org/10.1111/j.1467-6486.2012.01080.x
Teece D.J., Pisano G., Shuen A. (1997) Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533. https://doi.org/10.1002/(sici)1097-0266(199708)18:7%3C509::aid-smj882%3E3.0.co;2-z
Tehseen S., Kayani U.N., Haider S.A., Aysan A.F., Johara F., Hossain S.M., Khalid S. (2024) Unpacking the mechanisms of entrepreneurial bricolage for new venture growth: The mediating roles of new venture adaptiveness and innovative ambidexterity. Cogent Business & Management, 11(1), 2316357. https://doi.org/10.1080/23311975.2024.2316357
Trieu H.D., Van Nguyen P., Nguyen T.T., Vu H., Tran K. (2023) Information technology capabilities and organizational ambidexterity facilitating organizational resilience and firm performance of SMEs. Asia Pacific Management Review, 28(4), 544–555. https://doi.org/10.1016/j.apmrv.2023.03.004
Tushman M.L., O’Reilly C.A. (1996) Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38(4), 8–29. https://doi.org/10.2307/41165852
Tushman M.L., O’Reilly C.A. (2013) Organizational Ambidexterity: Past, Present, and Future. Academy of Management Perspectives, 27, 324–338. https://doi.org/10.5465/amp.2013.0025
Vivek V.K., Chandrasekar K. (2024) Intrapreneurship as a Driver of Business Innovation. Foresight and STI Governance, 18(2), 97-105. https://doi.org/10.17323/2500-2597.2024.2.97.105
Wang X., Yu X., Meng X. (2023) Entrepreneurial bricolage and new product development performance in new ventures: The contingent effects of founding team involvement. Entrepreneurship Research Journal, 13(4), 813–839. https://doi.org/10.1515/erj-2020-0485
Weick K.E. (1993) The collapse of sensemaking in organizations: The Mann Gulch disaster. Administrative Science Quarterly, 38(4), 628–652. https://doi.org/10.2307/2393339
Witell L., Gebauer H., Jaakkola E., Hammedi W., Patricio L., Perks H. (2017) A bricolage perspective on service innovation. Journal of Business Research, 79, 290–298. https://doi.org/10.1016/j.jbusres.2017.03.021
Wu L., Liu H., Zhang J. (2022) How does bricolage release the tensions in organisational ambidexterity for resource-constrained SMEs?
A moderated mediation framework. Technology Analysis & Strategic Management, 36(4), 765–778. https://doi.org/10.1080/09537325.2022.2054317
Wu S., Luo Y., Zhang H., Cheng P. (2024) Entrepreneurial bricolage and entrepreneurial performance: The role of business model innovation and market orientation. Heliyon, 10(4), e26600. https://doi.org/10.1016/j.heliyon.2024.e26600
Yu X., Cao G., Wang X. (2024) Entrepreneurial bricolage and disruptive innovation: The joint effect of learning from failure and institutional voids. R&D Management, 55(4), 1059–1077. https://doi.org/10.1111/radm.12736
Yu X., Li Y., Chen D.Q., Meng X., Tao X. (2019) Entrepreneurial bricolage and online store performance in emerging economies. Electronic Markets, 29, 167–185. https://doi.org/10.1007/s12525-018-0302-9
Yu X., Wang X. (2021) The effects of entrepreneurial bricolage and alternative resources on new venture capabilities: Evidence from China. Journal of Business Research, 137, 527–537. https://doi.org/10.1016/j.jbusres.2021.08.063
Zahra S.A., Petricevic O., Luo Y. (2022) Toward an action-based view of dynamic capabilities for international business. Journal of International Business Studies, 53(4), 583–600. https://doi.org/10.1057/s41267-021-00487-2
Zellweger T. (2007) Time horizon, costs of equity capital, and generic investment strategies of firms. Family Business Review, 20(1), 1–15. https://doi.org/10.1111/j.1741-6248.2007.00080.x
This work is licensed under a Creative Commons Attribution 4.0 International License.