Organizational ambidexterity in international marketing: a study of exporting firms from Mato Grosso
DOI:
https://doi.org/10.18568/internext.835Keywords:
Exportação, Mato Grosso, Ambidestria, Exploration, Exploitation, Marketing InternacionalAbstract
Objective: This article analyzes how organizational ambidexterity—balancing exploration (new market exploration) and exploitation (resource optimization)—influences the international marketing strategies of exporting firms from Mato Grosso. Method: An exploratory qualitative study based on a multiple-case study design, involving in-depth interviews with strategic managers from four medium- and large-sized exporting firms in Mato Grosso. Data were analyzed through thematic content analysis, organized into categories derived from the literature, ensuring alignment with the research objectives and strengthening comparability across cases. Main Results: Firms that are mature in international markets prioritize standardization to reduce costs, whereas firms at an early stage of exporting adopt adaptation and incremental innovation strategies to meet the specific demands of markets such as Europe and Asia. Relevance / Originality: The study addresses a gap in the literature by examining how firms from emerging markets, such as Mato Grosso, employ organizational ambidexterity to expand internationally, integrating innovation and efficiency in dynamic global environments. Theoretical / Methodological Contributions: This study demonstrates how organizational ambidexterity can be applied by mid-sized exporting firms, and offers managerial insights into how to balance innovation and efficiency to ensure competitiveness and sustainability in global markets.
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