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162
Organizational ambidexterity: Balancing exploitation and exploration for sustained performance
- Organization Science
, 2009
"... doi 10.1287/orsc.1090.0428 ..."
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Past success and creativity over time: A study of inventors in the hard disk drive industry.
- Management Science,
, 2007
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Internationalising in small, incremental or larger steps? Harry G Barkema and Rian Drogendijk
- Journal of International Business Studies
, 2002
"... We argue that companies may enter foreign environments either incremen-tally, as suggested by long-established theory, or by taking larger steps that may result in lower initial performance but, through learning and experience, lead to increased performance in future expansions. This idea is corrobo ..."
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Cited by 21 (0 self)
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We argue that companies may enter foreign environments either incremen-tally, as suggested by long-established theory, or by taking larger steps that may result in lower initial performance but, through learning and experience, lead to increased performance in future expansions. This idea is corroborated by the experience of Dutch companies entering into Central and Eastern Europe. We also find that expansion steps may be too large, thereby limiting the exploration of foreign environments. Our study suggests that sequential internationalisation strategies do still matter, and that companies have to balance exploitation and exploration in internationalisation. Journal of International Business Studies (2007), doi:10.1057/palgrave.jibs.8400315
Fishing Upstream: Firm Innovation Strategy and University Research Alliances
- Research Policy
, 2007
"... Abstract This paper examines how innovation strategy influences firms' level of involvement with university-based research. Our results suggest that firms with internal R&D strategies more heavily weighted toward exploratory activities allocate a greater share of their R&D resources to ..."
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Abstract This paper examines how innovation strategy influences firms' level of involvement with university-based research. Our results suggest that firms with internal R&D strategies more heavily weighted toward exploratory activities allocate a greater share of their R&D resources to exploratory university research and develop deeper multifaceted relationships with their university research partners. In addition, firms with more centralized internal R&D organizations spend a greater share of their R&D dollars on exploratory research conducted at universities. In contrast to other external partners, we find evidence suggesting that universities are preferred when the firm perceives potential conflicts over intellectual property.
The performance consequences of ambidexterity in strategic alliance formations: empirical investigation and computational theorizing. Management Science 53(10
, 2007
"... doi 10.1287/mnsc.1070.0712 ..."
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Determinants and archetype users of open innovation
- R&D Management, V
, 2009
"... Extant research on open innovation (OI) offers no systematic insight of how and why firms differ regarding the extent to which they conduct OI activities. Whereas past theoretical contributions have focused on explaining the externalisation of R&D activities as a result of firm-external factors, ..."
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Cited by 14 (0 self)
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Extant research on open innovation (OI) offers no systematic insight of how and why firms differ regarding the extent to which they conduct OI activities. Whereas past theoretical contributions have focused on explaining the externalisation of R&D activities as a result of firm-external factors, we focus on explaining this externalisation as a result of firm-internal weaknesses, specifically, impediments to innovation. Using the exploration–exploitation dichotomy as our theoretical framework, we develop hypotheses on how impediments to innovation influence the breadth and depth of OI. We then test these hypotheses by using an exceptionally large and detailed data set to estimate population-averaged panel models. Our results provide support for most of the hypothesised relationships. Further, they allow to identify four ‘archetypes ’ of firms that differ significantly regarding the breadth and depth of OI and the importance of impediments. Finally, we discuss the significance of these findings for both academics and managers. 1.
The structure of R&D collaboration networks in the European Framework Programmes
"... * ) corresponding author ..."
Balance within and across domains: The performance implications of exploration and exploitation in alliances
- Organization Science
, 2011
"... Organizational research advocates that firms balance exploration and exploitation, yet it acknowledges inherent chal-lenges in reconciling these opposing activities. To overcome these challenges, such research suggests that firms establish organizational separation between exploring and exploiting u ..."
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Cited by 11 (1 self)
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Organizational research advocates that firms balance exploration and exploitation, yet it acknowledges inherent chal-lenges in reconciling these opposing activities. To overcome these challenges, such research suggests that firms establish organizational separation between exploring and exploiting units or engage in temporal separation whereby they oscillate between exploration and exploitation over time. Nevertheless, these approaches entail resource allocation trade-offs and conflicting organizational routines, which may undermine organizational performance as firms seek to balance explo-ration and exploitation within a discrete field of organizational activity (i.e., domain). We posit that firms can overcome such impediments and enhance their performance if they explore in one domain while exploiting in another. Studying the alliance portfolios of software firms, we demonstrate that firms do not typically benefit from balancing exploration and exploitation within the function domain (technology versus marketing and production alliances) and structure domain (new versus prior partners). Nevertheless, firms that balance exploration and exploitation across these domains by engaging in research and development alliances while collaborating with their prior partners, or alternatively, by forming marketing and production alliances while seeking new partners, gain in profits and market value. Moreover, we reveal that increases in firm size that exacerbate resource allocation trade-offs and routine rigidity reinforce the benefits of balance across domains and the costs of balance within domains. Our domain separation approach offers new insights into how firms can benefit
BEHIND ACQUISITIONS OF ALLIANCE PARTNERS: EXPLORATORY LEARNING AND NETWORK EMBEDDEDNESS
"... Acquisition research has traditionally been dominated by economic and atomistic assumptions. This study extends acquisition research by integrating behavioral learning and social network perspectives to examine the acquisitions of alliance partners. Specifically, we examine, at the dyadic level, how ..."
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Cited by 10 (3 self)
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Acquisition research has traditionally been dominated by economic and atomistic assumptions. This study extends acquisition research by integrating behavioral learning and social network perspectives to examine the acquisitions of alliance partners. Specifically, we examine, at the dyadic level, how firms ’ alliance learning approaches (exploration versus exploitation) and their joint and relative embeddedness in alliance networks (joint brokerage positions and relative centrality) can interact to drive subsequent acquisitions of alliance partners. Our analyses of the U.S. computer industry support our theoretical framework, highlighting the unique and previously underexplored behavioral and relational drivers of acquisitions. Alliances and acquisitions are two important organizational activities for accessing external resources (Wang & Zajac, 2007). Although the literature generally treats them as parallel in nature, firms often acquire alliance partners (Folta & Miller, 2002; Porrini, 2004; Zollo & Reuer, 2010). Then, what drives acquisitions of alliance partners? Prior research has primarily relied on economic or financial explanations such as transaction costs, agency conflicts, and real options (Folta & Miller, 2002; Hagedoorn & Sadowski, 1999; Kogut, 1991), and paid relatively little attention to behavioral and network drivers. A stream of recent work has increasingly recognized that firms often draw on behavioral learning to make acquisition decisions
Friends and foes: The dynamics of dual social structures
- ACADEMY OF MANAGEMENT JOURNAL
, 2014
"... This paper investigates the evolutionary dynamics of a dual social structure encom-passing collaboration and conflict among corporate actors. We apply and advance structural balance theory to examine the formation of balanced and unbalanced dyadic and triadic structures, and to explore how these dyn ..."
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Cited by 6 (1 self)
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This paper investigates the evolutionary dynamics of a dual social structure encom-passing collaboration and conflict among corporate actors. We apply and advance structural balance theory to examine the formation of balanced and unbalanced dyadic and triadic structures, and to explore how these dynamics aggregate to shape the emergence of a global network. Our findings are threefold. First, we find that existing collaborative or conflictual relationships between two companies engender future relationships of the same type, but crowd out relationships of the different type. This results in (a) an increased likelihood of the formation of balanced (uniplex) relationships that combine multiple ties of either collaboration or conflict, and (b) a reduced likelihood of the formation of unbalanced (multiplex) relationships that combine collaboration and conflict between the same two firms. Second, we find that network formation is driven not by a pull toward balanced triads, but rather by a pull away from unbalanced triads. Third, we find that the observed micro-level dynamics of dyads and triads affect the structural segregation of the global network into two separate collaborative and conflictual segments of firms. Our empirical analyses used data on strategic partnerships and patent infringement and antitrust lawsuits in biotechnology and pharmaceuticals from 1996 to 2006. A considerable body of research has examined the implications of social structures for actors’ behaviors and outcomes. (For a review, see Brass,
