It is difficult for enterprises to adapt to the rapidly developing market demand and increasingly intense competition by relying only on internal resources to carry out innovation activities. We identify three new issues for the Cross-Functional Consortium Families (CFCFs, CF²s) open innovation model based on a cooperating network: participation of large-scale high-tech enterprises (LHEs), impact from open source, and motivation of keeping resource independence. By studying the series cases of Tesla, Inc. (Austin, TX, USA) cooperating with small and medium enterprises (SMEs) through an open source CF² model, we examined and discussed these three issues and gave new connotations to both open innovation and the CF² model from perspectives of open source and resources. This paper also provides strategic reference for other LHEs to mitigate the dependency on key resources and generate new key resources accepted by the environment.

This article discusses the mechanism of the ambidextrous behavior of entrepreneurs in exploring and exploiting simultaneously in new ventures. We draw on social cognition theory to discuss the influence of entrepreneurial self-efficacy (ESE) on entrepreneurs’ ambidextrous behavior and the moderating effect of their status. We contend that an inverted ‘U’ relationship exists between ESE and entrepreneurs’ ambidextrous behavior. A higher economic status of an entrepreneur strengthens the relationship between ESE and that entrepreneur’s ambidextrous behavior, whereas higher power status weakens the relationship. Analyses of high-tech industry entrepreneurs support our hypotheses in the context of emerging economies, represented by China.

The market requires Internet companies to achieve unit ambidexterity to adapt to a rapidly changing market environment. Studies have discussed the background, behavior, and performance of corporate ambidexterity but have not focused on formulating ambidextrous decisions by the top management team. We implemented inductive multiple case studies by utilizing five Chinese Internet companies as subjects. Results show that if the senior managers consider the contingency between business and environment from the perspective of the entire industry to achieve goals, resource allocation, and co-evolution, and effectively coordinate the internal conflict of the decision-making process, then the company could attain sustained performance. The newly constructed theoretical framework emphasizes the role of contingency and strategy behavior, rather than deterministically interpreting the outcome based on the personal judgment of senior managers and the embeddedness of units.