Overcoming institutional voids as a pathway to becoming ambidextrous: The case of China's Sichuan Telecom

Joseph Amankwah-Amoah*, Xu Chen, Xiaojun Wang, Zaheer Khan, Jing Chen

*Corresponding author for this work

Research output: Contribution to journalArticle

10 Citations (Scopus)

Abstract

The paper examines how firms develop supply chain financing model to help overcome institutional voids (IVs) and become ambidextrous. This study presents a case analysis of a novel supply chain financing model instigated and implemented by China's Sichuan Telecom (ST) to help supply chain partners overcome IVs in their environments. We identified three unique stages in the evolution of the supply chain ambidextrous financing model: drivers for change (including identifying suppliers' problems and constraints), designing and implementing the supply chain ambidextrous financing model, and the tripartite performance effects. The analysis demonstrated how ST utilized its market power, resources and network ties to harness expertise and competences of small and medium-sized enterprises (SMEs) to overcome IVs and become ambidextrous. Sichuan Telecom aided the SMEs in solving the financing problem through order-based supply chain financing. Based on the analysis, we outline implications of this case for theory and policy.

Original languageEnglish
Article number101871
Number of pages14
JournalLong Range Planning
Volume52
Issue number4
Early online date2 Mar 2019
DOIs
Publication statusPublished - Aug 2019

Keywords

  • Ambidextrous business model
  • China
  • SMEs
  • Supply chain collaboration
  • Supply chain financing model

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