Which Modes of Ambidexterity for Servitization? A Longitudinal Study in SME

The role of ambidexterity in the servitization of manufacturing companies is recognized as crucial, yet remains understudied. In this article, we aim to bridge this gap by analysing the case of a manufacturing SME in order to identify the modes of ambidexterity it has mobilized over time to support the development of its service activities. We show that exploitation and exploration in the service area appear to be combined and mutually reinforcing. We also show the existence of a “hybrid” ambidexterity within this SME, based on a combination of different modes of ambidexterity: structural, network, sequential, contextual and managerial. This study thus enriches both the literature on servitization and ambidexterity in SMEs.