The Ambidexterity of very small enterprises: a qualitative exploration of the challenges and the role of support services and collaboration
Mots-clés :
Organizational ambidexterity; Moroccan VSEs; Exploitation; Exploration; collaboration; support servicesRésumé
This article is the result of a larger study that explores the concept of organizational ambidexterity, highlighting its importance within Moroccan Very Small Enterprises (VSEs). The study examines how VSEs manage to reconcile exploitation and exploration, by qualitatively examining ambidexterity through semi-structured interviews with 10 managers of a set of VSEs of the North of Morocco.
Specifically, this article concentrates on the duality of challenges-facilitators as related to VSEs endeavor to strike a balance between exploitation and exploration. Consequently, the analysis of the results and the discussion focus on identifying the challenges and barriers to ambidexterity within VSEs, while highlighting the crucial role of support services and collaborations in promoting organizational ambidexterity in the context of very small companies.
The conclusions of the study are especially of interest for the elaboration of VSEs development policies aiming to enhance their ambidexterity to meet the challenges of a complex and ever-evolving environment.
JEL Classification: M100
Paper type: Empirical research
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© Mohammed OUNINISS, Jamal BERRAD 2025
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