Relational resources for innovation ambidexterity within coopetitive relationships: the contingent role of managerial ambidexterity

Purpose While the performance benefits of relational resources and managerial ambidexterity have been widely discussed in coopetition literature, there is only limited evidence that illustrates underlying relationships between these ambidexterity. Against this background, paper aims to investigate how moderates innovation effects (i.e. reciprocal investments complementary resources). Design/methodology/approach This study forwards various hypotheses are grounded within theoretical tenets view dynamic capabilities perspective. To test hypotheses, uses survey data provided by 313 firms pursue horizontal relationships. Findings The research findings offer important insights while lead ambidexterity, do not result such benefits. Additionally, complements develop if both exploration exploitation applied simultaneously. Originality/value As opposed widely-held beliefs, finds firms' use likely even though can help developing strong In addition, although often overlooked, plays a vital role transforming into useful innovations for involved It crucial their managers balance ambidextrous activities so as