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| Entrepreneur’s Social Networks, Team Ambidextrous Improvisation and Market Response |
| XIONG Li，NIAN Pengxiang |
| Jiangxi University of Finance and Economics，Nanchang，China |
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Abstract Based on the theory of Social networks, through a multi-period questionnaire survey of 136 small entrepreneurial teams (with 592 members) and using M plus software, this study analyzes and explores the external social network driving factors (network strength) of entrepreneurial team ambidextrous improvisation, the effect on market response performance, and the boundary conditions in this process. The results show that the entrepreneur’s external network strength has an inverted U-shaped influence on entrepreneurial team ambidextrous improvisation. Entrepreneurial team ambidextrous improvisation has a positive effect on team market response performance. Besides, the inverted U-shaped indirect relationship between the entrepreneur’s external network strength and market response performance is mediated by team ambidextrous improvisation. Team resource bricolage can moderate the inverted U-shaped relationship between the entrepreneur’s external network strength and ambidextrous improvisation.
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Received: 26 December 2021
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