Strategic decision comprehensiveness and innovation in technology ventures in China

In this study we examine how a firm’s strategic decision comprehensiveness is related to the firm’s exploratory and exploitative innovation behavior. We argue that strategic decision comprehensiveness may increase a firm’s ambidexterity in resource allocations and then lead to both exploratory and exploitive innovation. We further propose that this process will be moderated by how top managers interpret the external environments. Using a sample of 129 new technology ventures in China, we find strong support for our arguments. Our study contributes to a better understanding of the strategic implications of decision comprehensiveness for organizations.