The Performance Consequences of Ambidexterity in Strategic Alliance Formations: Empirical Investigation and Computational Theorizing

References

• Abrahamson E., Rosenkopf L. Social network effects on the extent of innovation diffusion: A computer simulation. Organ. Sci. (1997) 8(3):289–309Link, Google Scholar
• Ahuja M. K., Galletta D. F., Carley K. M. Individual centrality and performance in virtual R&D groups: An empirical study. Management Sci. (2003) 49:21–38Link, Google Scholar
• Anand B. N., Khanna T. Do firms learn to create value? The case of alliances. Strategic Management J. (2000) 21:295–315Crossref, Google Scholar
• Axelrod R.The Complexity of Cooperation: Agent-Based Models of Competition and Collaboration (1997) (Princeton University Press, Princeton, NJ) Crossref, Google Scholar
• Ballesta M., Livnat J., Sinha N. Corporate reorganizations: Changes in the intensity of labor and capital expenditures. J. Bus. Finance Accounting (1999) 26:1205–1238Crossref, Google Scholar
• Baum J. A. C., Calabrese T., Silverman B. S. Don't go it alone: Alliance networks and startup performance in Canadian biotechnology. Strategic Management J. (2000b) 21:267–294Crossref, Google Scholar
• Baum J. A. C., Li S. X., Usher J. M. Making the next move: How experiential and vicarious learning shape the locations of chains' acquisitions. Admin. Sci. Quart. (2000a) 45:766–801Crossref, Google Scholar
• Beckman C. M., Haunschild P. R., Phillips D. J. Friends or strangers? Firm-specific uncertainty, market uncertainty, and network partner selection. Organ. Sci. (2004) 15:259–275Link, Google Scholar
• Bergh D. D., Lawless M. W. Portfolio restructuring and limits to hierarchical governance: The effects of environmental uncertainty and diversification strategy. Organ. Sci. (1998) 9:87–102Link, Google Scholar
• Burt R. S.Structural Holes (1992) (Harvard University Press, Cambridge, MA) Crossref, Google Scholar
• Burt R. S., Sutton R. I., Staw B. M. The network structure of social capital. Research in Organizational Behavior (2000) (JAI Press, Greenwich, CT) Crossref, Google Scholar
• Burt R. S. Bridge decay. Soc. Networks (2002) 24:330–363Crossref, Google Scholar
• Burton R. M., Obel B. The validity of computational models in organizations science: From model realism to purpose of the model. Computational Math. Organ. Theory (1995) 1:57–71Crossref, Google Scholar
• Burton R. M., DeSanctis G., Obel B.Organizational Design: A Step-by-Step Approach (2006) (Cambridge University Press, Cambridge, MA) Crossref, Google Scholar
• Campbell D. T. Degrees of freedom and the case study. Comparative Political Stud. (1975) 8:178–193Crossref, Google Scholar
• Carley K. M., Prietula M. J., Carley K. M., Prietula M. J. ACTS theory: Extending the model of bounded rationality. Computational Organization Theory (1994) (Lawrence Erlbaum Associates, Hillsdale, NJ) 55–88Google Scholar
• Coleman J. S. Social capital in the creation of human capital. Amer. J. Sociol. (1988) 4:95–120Crossref, Google Scholar
• Dess G. G., Beard D. W. Dimensions of organizational task environments. Admin. Sci. Quart. (1984) 29:52–73Crossref, Google Scholar
• Doz Y. L. The evolution of cooperation in strategic alliances: Initial conditions or learning processes? Strategic Management J. (1996) 17:55–83Crossref, Google Scholar
• Dyer J. H., Nobeoka K. Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strategic Management J. (2000) 21:345–367Crossref, Google Scholar
• Dyer J. H., Singh H. The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Acad. Management Rev. (1998) 23:660–679Crossref, Google Scholar
• Eisenhardt K. M. Building theories from case study research. Acad. Management Rev. (1989) 14:532–550Crossref, Google Scholar
• Eisenhardt K. M., Zbaracki M. J. Strategic decision making. Strategic Management J. (1992) 13:17–37Crossref, Google Scholar
• Freeman L. C. Centrality in social networks: Conceptual clarification. Soc. Networks (1979) 1:215–239Crossref, Google Scholar
• Ghemawat P., Costa J. E. R. I. The organizational tension between static and dynamic efficiency. Strategic Management J. (1993) 14:59–73Crossref, Google Scholar
• Gibson C. B., Birkinshaw J. The antecedents, consequences, and mediating role of organizational ambidexterity. Acad. Management J. (2004) 47:209–226Crossref, Google Scholar
• Granovetter M. Economic action and social structure: The problem of embeddedness. Amer. J. Sociol. (1985) 91:481–510Crossref, Google Scholar
• Grant R., Baden-Fuller C. A knowledge accessing theory of strategic alliances. J. Management Stud. (2004) 41:61–84Crossref, Google Scholar
• Gulati R. Does familiarity breed trust? The implications of repeated ties for contractual choice in alliances. Acad. Management J. (1995a) 38:85–112Crossref, Google Scholar
• Gulati R. Social structure and alliance formation patterns: A longitudinal analysis. Admin. Sci. Quart. (1995b) 40:619–652Crossref, Google Scholar
• Gulati R. Alliances and networks. Strategic Management J. (1998) 19:293–317Crossref, Google Scholar
• Gulati R., Nohria N., Zaheer A. Strategic network. Strategic Management J. (2000) 21(Special Issue):203–215Crossref, Google Scholar
• Hambrick D. C., McMillan I. C., Day D. L. Strategic attributes and performance in the BCG matrix: A PIMs based analysis of industrial product businesses. Acad. Management J. (1982) 25:510–531Crossref, Google Scholar
• Hand J., Lev B.Intangible Assets: Values, Measurement, and Risk (2003) (Oxford University Press, New York) Google Scholar
• Hannan M. T., Freeman E. R. The population ecology of organizations. Amer. J. Sociol. (1977) 82:929–964Crossref, Google Scholar
• Hannan M. T., Carroll G. R., Polos L. The organizational niche. Sociol. Theory (2003) 21:311–340Crossref, Google Scholar
• He Z., Wong P. K. Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organ. Sci. (2004) 15:481–494Link, Google Scholar
• Hill C. W. L., Rothaermel F. T. The performance of incumbent firms in the face of radical technological innovation. Acad. Management Rev. (2003) 28:257–274Crossref, Google Scholar
• Hitt M. A., Dacin M. T., Levitas E., Arregle J., Borza A. Partner selection in emerging and developed market contexts: Resource-based and organizational learning perspectives. Acad. Management J. (2000) 43:449–467Crossref, Google Scholar
• Hoover S. V., Perry R. F.Simulation: A Problem-Solving Approach (1989) (Addison-Wesley Publishing Company, Boston, MA) Google Scholar
• Ibarra H. Network centrality, power, and innovation involvement: Determinants of technical and administrative roles. Acad. Management J. (1993) 36:471–501Crossref, Google Scholar
• Inkpen A., Hitt M. A., Freeman R. E., Harrison J. S. Strategic alliances. Handbook of Strategic Management (2001) (Blackwell Publishing, New York) 409–432Google Scholar
• Kleinbaum D. G., Kupper L. L., Muller K. E.Applied Regression Analysis and Other Multivariate Methods (1988) 2nd ed.(PWS-Kent, Boston, MA) Google Scholar
• Kogut B., Zander U. Knowledge of the firm and the evolutionary-theory of the multinational-corporation. J. Internat. Bus. Stud. (1993) 24:625–645Crossref, Google Scholar
• Koza M. P., Lewin A. Y. The co-evolution of strategic alliances. Organ. Sci. (1998) 3:255–264Link, Google Scholar
• Lant T. K., Milliken F. J., Batra B. The role of managerial learning and interpretation in strategic persistence and reorientation: An empirical exploration. Strategic Management J. (1992) 13:585–608Crossref, Google Scholar
• Lavie D., Rosenkopf L. Balancing exploration and exploitation in alliance formation. Acad. Management J. (2006) 49:797–818Crossref, Google Scholar
• Leonard-Barton D. A. Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management J. (1992) 13:111–125Crossref, Google Scholar
• Levinthal D. A., March J. G. The myopia of learning. Strategic Management J. (1993) 14:95–112Crossref, Google Scholar
• Lin Z. The dynamics of interorganizational ties during crisis: Empirical evidence and computational analysis. Simulation Model. Practices Theory (2002) 10:387–415Crossref, Google Scholar
• Madhavan R., Koka B. R., Prescott J. E. Network in transition: How industry events (re)shape interfirm relationships. Strategic Management J. (1998) 19:439–459Crossref, Google Scholar
• March J. G. Exploration and exploitation in organizational learning. Organ. Sci. (1991) 2:71–87Link, Google Scholar
• Markino S., Inkpen A. C., Easterby-Smith M., Lyles M. A. Knowledge seeking FDI and learning across borders. The Blackwell Handbook of Organizational Learning and Knowledge Management (2003) (Blackwell Publishing, Malden, MA) 233–252Google Scholar
• Mitton T. A cross-firm analysis of the impact of corporate governance on the East Asian financial crisis. J. Financial Econom. (2002) 64:215–241Crossref, Google Scholar
• Nelson R., Winter S. G.An Evolutionary Theory of Economic Change (1982) (Harvard University Press, Cambridge, MA) Google Scholar
• O'Reilly C. A., Tushman M. L. The ambidextrous organization. Harvard Bus. Rev. (2004) 82:74–81Google Scholar
• Park S. H., Chen R., Gallagher S. Firm resources as moderators of the relationship between market growth and strategic alliances in semiconductor start-ups. Acad. Management J. (2002) 45:527–545Crossref, Google Scholar
• Perry-Smith J. E., Shalley C. E. The social side of creativity: A static and dynamic social network perspective. Acad. Management Rev. (2003) 28:89–106Crossref, Google Scholar
• Pfeffer J., Salancik G. R.The External Control of Organizations: A Resource Dependence Perspective (1978) (Harper, New York) Google Scholar
• Podolny J. M. Market uncertainty and the social character of economic exchange. Admin. Sci. Quart. (1994) 39:458–483Crossref, Google Scholar
• Porter M. E.Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980) (Free Press, New York) Google Scholar
• Powell W. W., Koput K. W., Smith-Doerr L. Interorganizational collaboration and the locus of innovation: Networks of learning in biotechnology. Admin. Sci. Quart. (1996) 41:116–145Crossref, Google Scholar
• Reagans R., Zuckerman E. W. Networks, diversity, and performance: The social capital of corporate R&D units. Organ. Sci. (2001) 12:502–517Link, Google Scholar
• Repenning N. P. A simulation-based approach to understanding the dynamics of innovation implementation. Organ. Sci. (2002) 13:107–127Link, Google Scholar
• Rosenkopf L., Almeida P. Overcoming local search through alliances and mobility. Management Sci. (2003) 49:751–766Link, Google Scholar
• Rosenkopf L., Nerkar A. Beyond local search: Boundary-spanning, exploration, and impact in the optical disk industry. Strategic Management J. (2001) 22:287–306Crossref, Google Scholar
• Rothaermel F. T., Deeds D. Exploration and exploitation alliances in biotechnology: A system of new product development. Strategic Management J. (2004) 25:201–221Crossref, Google Scholar
• Rowley T., Behrens D., Krackhardt D. Redundant governance structures: An analysis of structural and relational embeddedness in the steel and semiconductor industries. Strategic Management J. (2000) 21:369–386Crossref, Google Scholar
• Simon H. A.“Satisficing” in the New Palgrave: A Dictionary of Economics (1987) (Palgrave, London, UK) Google Scholar
• Soda G., Usai A., Zaheer A. Network memory: The influence of past and current networks on performance. Acad. Management J. (2004) 47:893–906Crossref, Google Scholar
• Sorenson O. Interdependence and adaptability: Organizational learning and the long-term effect of integration. Management Sci. (2003) 49:446–463Link, Google Scholar
• Straw B. M., Sandelands L. E., Dutton J. E. Threat-rigidity effects in organizational behavior: A multilevel analysis. Admin. Sci. Quart. (1981) 26:501–524Crossref, Google Scholar
• Stuart T. E. Interorganizational alliances and the performance of firms: A study of growth and innovation rates in a high-technology industry. Strategic Management J. (2000) 21:791–811Crossref, Google Scholar
• Taber C. S., Timpone R. J.Computational Modeling (1996) (Sage Publications, Thousand Oaks, CA) Crossref, Google Scholar
• Tan J., Peng M. Organizational slack and firm performance during economic transitions: Two studies from an emerging economy. Strategic Management J. (2003) 24:1249–1263Crossref, Google Scholar
• Tushman M., O'Reilly C. A. The ambidextrous organization: Managing evolutionary and revolutionary change. Calif. Management Rev. (1996) 38:1–23Crossref, Google Scholar
• Uzzi B. The sources and consequences of embeddedness for the economic performance of organizations: The network effect. Amer. Sociol. Rev. (1996) 61:674–698Crossref, Google Scholar
• Van Looy B., Martens T., Debackere K. Organizing for continuous innovation: On the sustainability of ambidextrous organizations. Creativity Innovation Management (2005) 14:208–221Crossref, Google Scholar
• Volberda H. W., Lewin A. Co-evolutionary dynamics within and between firms: From evolution to co-evolution. J. Management Stud. (2003) 40:2111–2136Crossref, Google Scholar
• Wasserman S., Faust K.Social Network Analysis: Methods and Applications (1994) (Cambridge University Press, Cambridge, UK) Crossref, Google Scholar
• Yin R. K.Case Study Research: Design and Methods (1994) (Sage, Thousand Oaks, CA) Google Scholar