Mendes, TelmaGonzález-Loureiro, MiguelBraga, VítorSilva, Carina2023-12-192023-12-192023-12-16http://hdl.handle.net/10400.22/24273The international exploration-exploitation dichotomy is used in this study to expand on the resource-based view (RBV) and gain a deeper understanding of how these two distinct capabilities affect the adoption of I4.0 in small and medium-sized businesses (SMEs). We investigate managers' cognitive systems as a crucial microfoundation for the international organizational ambidexterity (i.e., exploration-exploitation), given that both managerial cognition and microfoundations perspective are underdeveloped and undertheorized. The study shows that managerial cognition is a crucial microfoundation of international organizational ambidexterity in the context of I4.0 adoption by using structural equation modeling on a sample of 116 Portuguese international SMEs. The findings also reveal neither international exploration nor exploitation has succeeded in creating new opportunities for the application of a technology-based model in SMEs internationalizing earlier. However, a post-hoc analysis revealed that under early internationalization, less (more) experienced SMEs benefit from international exploration (exploitation) to implement I4.0 technologies. This study concludes with implications and future research avenues.engmanagerial cognitionmicrofoundationsinternational explorationinternational exploitationIndustry 4.0earliness of internationalizationworking paper