How B2B brand ambidexterity enhances brand performance through buyer dependence in digital contexts

Purpose Although the deployment of diverse brand capabilities is essential for business-to-business (B2B) firms to adapt to changing industrial market demands, the understanding of how brand ambidexterity (BA) influences brand performance (BP) remains limited. This study aims to investigate the importance of BA in relation to BP, analyzing the mediating effect of buyer dependence (BD) and the moderating effect of the supplier’s degree of digital use (DDU) within B2B firms. Design/methodology/approach Drawing on resource dependence theory (RDT) and the literature on BA and BD, the authors developed a theoretical research model. The authors surveyed 261 pairs of firms, including suppliers and their buyers in China. After the data were collected, the authors used partial least squares structural equation modeling to analyze the data. Findings The findings of the study indicate that BA significantly and positively influences BP in B2B firms. Furthermore, both buyer relationship value dependence (RVD) and switching cost dependence (SCD) mediate the relationship between supplier’s BA and BP. In addition, the supplier’s DDU positively moderates the relationship between BA and buyer RVD; however, its effect on SCD is not significant. Originality/value To the best of the authors’ knowledge, this study is among the first to reveal the underlying mechanism by which BA is leveraged by B2B firms to enhance BP. In addition, by adopting a dual supplier-buyer perspective, the findings provide valuable insights for managers seeking to understand the influence of BA on interorganizational relationships.