To achieve sustainable development, focal firms should balance two paradoxical kinds of innovation activities: exploitative and exploratory ones. Published works found that ambidexterity is an effective way to resolve paradoxical tensions, but few in-depth studies have been conducted to explore the innovation paradox of focal firms in the innovation ecosystem from an ambidextrous capability perspective. This paper takes China Spacesat Co., Ltd. as the case to study focal firms’ management of innovation paradoxes in the sustainable innovation ecosystem and finds that: (1) Sustainable innovation is an ecosystem in which focal firms’ internal functional departments, including the product department, technical center, and Makers’ groups, cooperate with external organizations, including component suppliers, scientific research institutes, and government departments, closely and complementarily; (2) In the exploitative and exploratory innovations of complex products, focal firms in the sustainable innovation ecosystem mainly confront three paradoxes: profit drive vs. breakthroughs in the strategic intent of sustainable innovation of the profit-driven model, tight vs. loose coupling of sustainable innovation, and sustainable innovation driven by discipline vs. that by passion; (3) Focal firms in the innovation ecosystem resolve these three innovation paradoxes with structural, contextual, and coordinated ambidextrous capabilities, and build innovation paradox management mechanisms with three steps in sequence, namely by establishing dual sustainable strategic innovation units, strengthening sustainable organizational ties between the internal and external, while co-creating and sharing innovation values, and, finally, promoting the formation and development of their sustainable innovation ecosystem. This paper complements and enriches the innovation ecosystem and ambidextrous capability theory, providing significant practical guidance to the sustainable development of aerospace enterprises.

The existing literatures mainly focus on the pricing, strategic significance and sustainable development characteristics of the e-commerce platform, and lack deep research on mechanisms in the process of construction like main structure of recourses and driving force. This paper takes Haier as a Chinese example and explores how manufacturing enterprises create and develop the sustainable e-commerce platform. The research findings show that: (1) An e-commerce platform respectively carries the functions of sales channels, service differences and innovation incubation in different stages of the manufacturing enterprises’ sustainable development; (2) For managing e-commerce platform of manufacturing enterprises’ sustainable development, resource orchestration can effectively realize the integration of value creation and resource; (3) Finally, it further reveals that the driving power which resource orchestration continuously promotes for the sustainable e-commerce platforms to construct is from the co-creation value of manufacturers and users. This paper discusses the structure of e-commerce platforms based on the main characteristics of each resource, and systematically explores the mechanism and evolutionary driving force of resource orchestration to promote the construction of e-commerce platforms for the sustainable development. It complements and enriches the innovation ecosystem and resource orchestration theory, providing significant practical guidance to the sustainable development of manufacturing enterprises.