Understanding Social Capital that leads to Strategic Ambidexterity Practice in Family Firm Business

Retno Kusumastuti

Abstract


Organizational ambidexterity refers to conditions where an organization perform innovation learning activities either explorative or exploitative way. Exploitative Innovation activities is innovation learning activities related to deepening capabilities which are currently owned, while explorative learning activities related to pursuit new opportunities. Most of previous studies concerning organizational ambidexterity more easily identified on established organization where innovation learning activities usually take place in separate unit which called structural ambidexterity. Whereas on small and medium enterprises, innovation learning activities going through the provision of adequate context, known as contextual ambidexterity. This paper combine the concepts of the social capital components that leads to innovation capability of the organization especially family firm. Familiy firm is chosen based on the uniqueness nature of business that interplay with the family value and business value. The study showed that innovation learning activities process on family firm conducted by founder who also acts both as an owner and also as an manager of the company through cognitive leadership implementation. Social capital in the innovation learning activities in family firm business becomes important because value of family firm business  overlaps between the value as a business entity and also value as a family. There are three family firm business taken as an analysis unit namely salon service, culinary, and fashion. The approach used in this study is qualitative approach with deep interview and observation as a methods in data collection. Research ethics preferably emphasis on aspects of informed consent and the confidentiality of the company name. 


Keywords


Ambidexterity, Social Capital, Learning Activities, Family Firm

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DOI: https://doi.org/10.29313/mimbar.vol34iss2pp%25p

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