Key internal drivers for an SME’s dynamic ambidextrous growth strategy: A case study of a Norwegian seafood group

Abstract

This qualitative, explorative case study presents a small and medium-sized enterprise (SME) in Norway that successfully pursued a dynamic ambidextrous growth strategy. The study applies a micro-foundation perspective and focuses on identifying and describing key internal drivers behind the group’s ambidextrous strategy. The empirical findings underscore ambidextrous owner-managers’ pivotal role in facilitating strategic realignment, structural adaptation, and knowledge management to enable the case group’s long-term growth. This study contributes to the strategy literature by proposing a framework for theorizing how the identified key internal drivers can be employed to form a dynamic ambidextrous growth strategy in SMEs.