This study explores the role of digital transformation (DT) in fostering innovation ambidexterity (IA) and its influence on competitive advantage (CA) in the wine industry. While DT is widely recognized as a driver of organizational change, its influence on balancing explorative and exploitative innovation and leveraging them to enhance CA remains underexplored. Given the increasing digitalization of the wine sector, understanding these dynamics is crucial for both theoretical advancement and strategic decision-making.
Grounded in the dynamic capabilities view, this study develops a conceptual model integrating DT, IA and CA, empirically tested through structural equation modeling (SEM) and importance-performance map analysis (IPMA). Survey data from 207 wineries allow for a comprehensive assessment of both causal relationships and the relative performance of key constructs.
The results indicate that DT has a direct and significant effect on CA, with IA acting as a partial mediator. The study highlights the complementary roles of explorative and exploitative innovation capabilities in transforming digitalization into a source of sustained CA.
This research makes three key contributions. First, it addresses a critical gap by examining how DT enhances CA through IA in an industry traditionally characterized by low technological dynamism. Second, it introduces a conceptual model that integrates these constructs, providing a structured framework for future empirical research. Third, by incorporating IPMA, the study offers actionable insights for wineries to prioritize digital and innovation strategies, enhancing their competitive positioning.
