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Overcoming institutional voids as a pathway to becoming ambidextrous: The case of China’s Sichuan Telecom

Research output: Contribution to journalArticle

Original languageEnglish
Article number101871
Number of pages14
JournalLong Range Planning
Issue number4
Early online date2 Mar 2019
DateAccepted/In press - 19 Feb 2019
DateE-pub ahead of print - 2 Mar 2019
DatePublished (current) - 1 Aug 2019


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.

    Research areas

  • Supply chain collaboration, China, SMEs, supply chain financing model, ambidextrous business model



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    Embargo ends: 2/03/22

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    Licence: CC BY-NC-ND


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