Overcoming institutional voids as a pathway to becoming ambidextrous: The case of China's Sichuan Telecom |
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| Authors: | Joseph Amankwah-Amoah Xu Chen Xiaojun Wang Zaheer Khan Jing Chen |
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| Institution: | 1. Kent Business School University of Kent, Kent, ME4 4TE, UK;2. School of Management and Economics, University of Electronic Science and Technology of China, Chengdu, 611731, China;3. School of Economics, Finance, and Management, University of Bristol, Bristol, BS8 1TZ, UK;4. Kent Business School, University of Kent, Canterbury, CT2 7FS, UK;5. Assistant Professor in Accounting, Nottingham University Business School, University of Nottingham, UK |
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| 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. |
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| Keywords: | Corresponding author Supply chain collaboration Ambidextrous business model Supply chain financing model SMEs China |
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