Ambidexterity in Technology Sourcing: The Moderating Role of Absorptive Capacity

Published Online:https://doi.org/10.1287/orsc.1080.0404

References

  • Ahuja G. Collaboration networks, structural holes, and innovation: A longitudinal study. Admin. Sci. Quart. (2000) 45:425–455CrossrefGoogle Scholar
  • Appleyard M. M. How does knowledge flow? Interfirm patterns in the semiconductor industry. Strategic Management J. (1996) 17:137–154CrossrefGoogle Scholar
  • Appleyard M. M. The influence of knowledge accumulation on buyer-supplier codevelopment projects. J. Product Innovation Management (2003) 20:356–373CrossrefGoogle Scholar
  • Arora A., Gambardella A. Evaluating technological information and utilizing it. Scientific knowledge, technological capability, and external linkages in biotechnology. J. Econom. Behav. Organ. (1994) 24:91–114CrossrefGoogle Scholar
  • Baron R., Kenny D. The moderator-mediator variable distinction in social psychological research: Conceptual, strategic and statistical considerations. J. Personality Soc. Psych. (1986) 51:1173–1182CrossrefGoogle Scholar
  • Benner M. J., Tushman M. L. Exploitation, exploration, and process management: The productivity dilemma revisited. Acad. Management Rev. (2003) 28:238–256CrossrefGoogle Scholar
  • Boston Consulting GroupPerspectives on Experience (1972) (Boston)Google Scholar
  • Brown S. L., Eisenhardt K. M. The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Admin. Sci. Quart. (1997) 42:1–34CrossrefGoogle Scholar
  • Cassiman B., Veugelers R. In search of complementarity in innovation strategy: Internal R&D and external knowledge acquisition. Management Sci. (2006) 52:68–52LinkGoogle Scholar
  • Chesbrough H. W.Open Innovation. The New Imperative for Creating and Profiting from Technology (2003) (Harvard Business School Press, Boston) Google Scholar
  • Chesbrough H. W., Rosenbloom R. S. The role of the business model in capturing value from innovation: Evidence from Xerox Corporation's technology spinoff companies. Indust. Corporate Change (2002) 11:529–555CrossrefGoogle Scholar
  • Cohen P., Cohen J., West S. G., Aiken L. S.Applied Multiple Regression/Correlation Analysis for the Behavioral Sciences (2003) 3rd ed.(Erlbaum, Hillsdale, NJ) Google Scholar
  • Cohen W. M., Klepper S. Firm size and the nature of innovation within industries: The case of process and product R&D. Rev. Econom. Statist. (1996) 78:232–243CrossrefGoogle Scholar
  • Cohen W. M., Levinthal D. A. Innovation and learning: The two faces of R&D. Econom. J. (1989) 99:569–596Google Scholar
  • Cohen W. M., Levinthal D. A. Absorptive capacity: New perspective on learning and innovation. Admin. Sci. Quart. (1990) 35:128–152CrossrefGoogle Scholar
  • Cohen W. M., Nelson R. R., Walsh J. P. Protecting their intellectual assets: Appropriability conditions and why U.S. manufacturing patent (or not). (2000) . Working Paper 7552, National Bureau of Economic Research, Cambridge, MACrossrefGoogle Scholar
  • Conner K. R., Prahalad C. K. A resource-based theory of the firm: Knowledge versus opportunism. Organ. Sci. (1996) 7:477–501LinkGoogle Scholar
  • Crampton S. M., Wagner J. A. Percept-percept inflation in microorganizational research. An investigation of prevalence and effect. J. Appl. Psych. (1994) 79:67–76CrossrefGoogle Scholar
  • Dillman D. A.Mail and Telephone Surveys: The Total Design Method (1978) (John Wiley and Sons, New York) Google Scholar
  • Duncan R. B., Kilmann R. H., Pondy L. R., Selvin D. The ambidextrous organization: Designing dual structures for innovation. The Management of Organization (1976) 1(North-Holland, New York) 167–188Google Scholar
  • Eisenhardt K. M., Martin J. A. Dynamic capabilities: What are they? Strategic Management J. (2000) 21:1105–1121CrossrefGoogle Scholar
  • Ettlie J. E. R&D and global manufacturing performance. Management Sci. (1998) 44:1–11LinkGoogle Scholar
  • Ettlie J. E., Pavlou P. Technology-based new product development partnerships. Decision Sci. (2006) 37:117–147CrossrefGoogle Scholar
  • Ettlie J. E., Sethuraman K. Locus of supply and global manufacturing. Internat. J. Oper. Production Management (2002) 22:349–370CrossrefGoogle Scholar
  • Gaynor G. H.Handbook of Technology Management (1996) (McGraw-Hill, New York) Google Scholar
  • Gibson C. B., Birkinshaw J. The antecedents, consequences, and mediating role of organizational ambidexterity. Acad. Management J. (2004) 47:209–226CrossrefGoogle Scholar
  • Godfrey P. C., Hill C. W. L. The problem of unobservables in strategic management research. Strategic Management J. (1995) 16:519–533CrossrefGoogle Scholar
  • Grant R. M. Prospering in dynamically-oriented environments: Organizational capability as knowledge integration. Organ. Sci. (1996) 7:375–387LinkGoogle Scholar
  • Greene W.Econometric Analysis (1997) (Macmillan Publishing Company, New York) Google Scholar
  • Hagedoorn J. Understanding the rationale of strategic technology partnering: Interorganizational modes of cooperation and sectoral differences. Strategic Management J. (1993) 14:371–385CrossrefGoogle Scholar
  • Hagedoorn J., Cloodt M. Measuring innovative performance: Is there an advantage in using multiple indicators? Res. Policy (2003) 32:1365–1379CrossrefGoogle Scholar
  • Hagedoorn J., Schakenraad J. The effect of strategic technology alliances on company performance. Strategic Management J. (1994) 15:291–309CrossrefGoogle Scholar
  • Hamel G. Competition for competence and inter-partner learning within international alliances. Strategic Management J. (1991) 12:83–103CrossrefGoogle Scholar
  • Hart S. L. An integrative framework for strategy-making processes. Acad. Management Rev. (1992) 17:327–351CrossrefGoogle Scholar
  • He Z.-L., Wong P.-K. Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organ. Sci. (2004) 15:487–494LinkGoogle Scholar
  • Helfat C. E. Firm-specificity in corporate R&D. Organ. Sci. (1994) 5:173–184LinkGoogle Scholar
  • Henderson R. M., Cockburn I. Measuring competence? Exploring firm effects in pharmaceutical research. Strategic Management J. (1994) 15:63–84CrossrefGoogle Scholar
  • Harreld J. B., O'Reilly C. A., Tushman M. Dynamic capabilities at IBM: Driving strategy into action. California Management Rev. (2007) 49:21–43CrossrefGoogle Scholar
  • Hill C. W. L., Jones G.Strategic Management Theory: An Integrated Approach (2005) (Houghton Mifflin, Boston) 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) 28:257–274CrossrefGoogle Scholar
  • Hitt M. A., Gimeno J., Hoskisson R. E. Current and future research methods in strategic management. Organ. Res. Methods (1998) 1:6–44CrossrefGoogle Scholar
  • Hitt M. A., Hoskisson R. E., Kim H. International diversification: Effects on innovation and firm performance in product-diversified firms. Acad. Management J. (1997) 40:767–798CrossrefGoogle Scholar
  • Hoang H., Rothaermel F. T. The effect of general and partner-specific alliance experience on joint R&D project performance. Acad. Management J. (2005) 48:332–345CrossrefGoogle Scholar
  • Huber G. Organizational learning: The contributing processes and a review of the literature. Organ. Sci. (1991) 2:88–115CrossrefGoogle Scholar
  • Jaccard J., Wan C. K., Turrisi R. The detection and interpretation of interaction effects between continuous variables in multiple regression. Multivariate Behavioral Res. (1990) 25:467–478CrossrefGoogle Scholar
  • Jacobson R. Unobservable effects and business performance. Marketing Sci. (1990) 9:74–85LinkGoogle Scholar
  • Katila R., Ahuja G. Something old, something new: A longitudinal study of search behavior and product introductions. Acad. Management J. (2002) 45:1183–1194CrossrefGoogle Scholar
  • Katz R., Allen T. J. Investigating the not invented here (NIH) syndrome: A look at the performance, tenure and communication patterns of 50 R&D project groups. R&D Management (1982) 12:7–19CrossrefGoogle Scholar
  • Kenney M.Biotechnology: The University-Industrial Complex (1986) (Yale University Press, New Haven, CT) CrossrefGoogle Scholar
  • Klarner P., Probst G., Soparnot R. Organizational change capacity in public services: The case of the World Health Organization. J. Change Management (2008) 8:57–72CrossrefGoogle Scholar
  • Kogut B., Zander U. Knowledge of the firm, combinative capabilities, and the replication of technology. Organ. Sci. (1992) 3:383–397LinkGoogle Scholar
  • Kogut B., Zander U. What firms do? Coordination, identity, and learning. Organ. Sci. (1996) 7:502–518LinkGoogle Scholar
  • Laursen K., Salter A. Open for innovation: The role of openness in explaining innovation performance among U.K. manufacturing firms. Strategic Management J. (2006) 27:131–150CrossrefGoogle Scholar
  • Lavie D., Rosenkopf L. Balancing exploration and exploitation in alliance formation. Acad. Management J. (2006) 49:797–818CrossrefGoogle Scholar
  • Leonard-Barton D. Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management J. (1992) 13:111–126CrossrefGoogle Scholar
  • Levin R., Klevorick A., Nelson R. R., Winter S. G. Appropriating the returns from industrial R&D. Brookings Paper Econom. Activity (1987) 3:783–820CrossrefGoogle Scholar
  • Levinthal D. A., March J. G. The myopia of learning. Strategic Management J. (1993) 14:95–112CrossrefGoogle Scholar
  • Levitt B., March J. G. Organizational learning. Annual Rev. Sociol. (1988) 14:319–340CrossrefGoogle Scholar
  • Lewin A. Y., Long C. P., Carroll T. N. The coevolution of new organizational forms. Organ. Sci. (1999) 10:535–550LinkGoogle Scholar
  • Lubatkin M. H., Simsek Z., Ling Y., Veiga J. F. Ambidexterity and performance in small- to medium-sized firms: The pivotal role of top management team behaviorial integration. J. Management (2006) 32:646–672CrossrefGoogle Scholar
  • Malerba F.The Semiconductor Business (1985) (Frances Printer, London) Google Scholar
  • March J. G. Exploration and exploitation in organizational learning. Organ. Sci. (1991) 2:319–340LinkGoogle Scholar
  • Mitchell T. R., James L. R. Building better theory: Time and the specification of when things happen. Acad. Management Rev. (2001) 26:530–547CrossrefGoogle Scholar
  • Mowery D. C. The relationship between intrafirm and contractual forms of industrial research in American manufacturing, 1900–1940. Explorations Econom. Hist. (1983) 20:351–374CrossrefGoogle Scholar
  • Nerkar A. Old is gold? The value of temporal exploration in the creation of new knowledge. Management Sci. (2003) 49:211–229LinkGoogle Scholar
  • Nicholls-Nixon C. L. Responding to technological change: Why some firms do and others die. J. High Tech. Management Res. (1995) 6:103–109CrossrefGoogle Scholar
  • Nicholls-Nixon C. L., Woo C. Y. Technology sourcing and the output of established firms in a regime of encompassing technological change. Strategic Management J. (2003) 24:651–666CrossrefGoogle Scholar
  • Nystrom N. C., Starbuck W. H. To avoid organizational crisis, unlearn. Organ. Dynam. (1984) 12:53–65CrossrefGoogle Scholar
  • O'Reilly C. A., Tushman M. L. The ambidextrous organization. Harvard Bus. Rev. (2004) 83(April):74–81Google Scholar
  • O'Reilly C. A., Tushman M. L. Ambidexterity as dynamic capability: Resolving the innovator's dilemma. Res. Organ. Behav. (2007) 28:1–60CrossrefGoogle Scholar
  • Owen-Smith J., Powell W. W. Knowledge networks as channels and conduits: The effects of spillovers in the Boston biotechnology community. Organ. Sci. (2004) 15:5–21LinkGoogle Scholar
  • Palich L. E., Cardinal L. B., Miller C. C. Curvilinearity in the diversification-performance linkage: An examination of over three decades of research. Strategic Management J. (2000) 21:155–174CrossrefGoogle 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) 45:527–545CrossrefGoogle Scholar
  • Pavitt K. Sectoral pattern of technical change: Towards a taxonomy and a theory. Res. Policy (1984) 13:343–373CrossrefGoogle Scholar
  • Pedhazur E. J.Multiple Regression in Behavioral Research. Explanation and Prediction (1997) (Harcourt Brace, Fort Worth, TX) Google Scholar
  • Podsakoff P. M., MacKenzie S. B., Lee J., Podsakoff N. P. Common method bias in behavioral research: A critical review of the literature and recommended remedies. J. Appl. Psych. (2003) 88:879–903CrossrefGoogle Scholar
  • Popper K.The Logic of Scientific Discovery (1959) (Harper & Row, 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) 41:116–145CrossrefGoogle Scholar
  • Probst G., Raisch S. Organizational crisis: The logic of failure. Acad. Management Executive (2005) 19:90–105CrossrefGoogle Scholar
  • Raisch S. Balanced structures: Designing organizations for profitable growth. Long Range Planning (2008) 41:483–508CrossrefGoogle Scholar
  • Raisch S., Birkinshaw J. Organizational ambidexterity: Antecedents, outcomes, and moderators. J. Management (2008) 34:375–409CrossrefGoogle Scholar
  • Rosenberg N. Why do firms do basic research (with their own money)? Res. Policy (1990) 19:165–174CrossrefGoogle Scholar
  • Rosenkopf L., Nerkar A. Beyond local search: Boundary-spanning, exploration, and impact in the optical disk industry. Strategic Management J. (2001) 22:287–306CrossrefGoogle Scholar
  • Rothaermel F. T. Incumbent's advantage through exploiting complementary assets via interfirm cooperation. Strategic Management J. (2001) 22:687–699CrossrefGoogle Scholar
  • Rothaermel F. T., Deeds D. L. Exploration and exploitation alliances in biotechnology: A system of new product development. Strategic Management J. (2004) 25:201–221CrossrefGoogle Scholar
  • Rothaermel F. T., Hess A. M. Building dynamic capabilities: Innovation driven by individual-, firm-, and network-level effects. Organ. Sci. (2007) 18:898–921LinkGoogle Scholar
  • Rothaermel F. T., Hill C. W. L. Technological discontinuities and complementary assets: A longitudinal study of industry and firm performance. Organ. Sci. (2005) 16:52–70LinkGoogle Scholar
  • Rothaermel F. T., Thursby M. The nanotech vs. the biotech revolution: Sources of incumbent productivity in research. Res. Policy (2007) 36:832–849CrossrefGoogle Scholar
  • Rothaermel F. T., Hitt M. A., Jobe L. A. Balancing vertical integration and strategic outsourcing: Effects on product portfolios, new product success, and firm performance. Strategic Management J. (2006) 27:1033–1056CrossrefGoogle Scholar
  • Rumelt R. P.Strategy, Structure and Economic Performance (1974) (Harvard Business School Press, Boston) Google Scholar
  • Shan W., Walker G., Kogut B. Interfirm cooperation and startup innovation in the biotechnology industry. Strategic Management J. (1994) 15:387–394CrossrefGoogle Scholar
  • Sidhu J., Commandeur H. R., Volberda H. W. The multifaceted nature of exploration and exploitation: Value of supply, demand, and spatial search for innovation. Organ. Sci. (2007) 18:20–38LinkGoogle Scholar
  • Simon H. A., Kuhn R. L. What we know about the creative process. Frontiers in Creative and Innovative Management (1985) (Ballinger, Cambridge, MA) 3–20Google Scholar
  • Smith W., Tushman M. L. Managing strategic contradictions: A top management model for managing innovation streams. Organ. Sci. (2005) 16:522–536LinkGoogle Scholar
  • Sørensen J. B., Stuart T. E. Aging, obsolescence, and organizational innovation. Admin. Sci. Quart. (2000) 45:81–112CrossrefGoogle Scholar
  • Spencer J. W. Firms' knowledge-sharing strategies in the global innovation system: Empirical evidence from the flat panel display industry. Strategic Management J. (2003) 24:217–233CrossrefGoogle 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) 21:791–811CrossrefGoogle Scholar
  • Teece D. J. Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Res. Policy (1986) 15:285–305CrossrefGoogle Scholar
  • Teece D. J., Pisano G., Shuen A. Dynamic capabilities and strategic management. Strategic Management J. (1997) 18:509–533CrossrefGoogle Scholar
  • Thomas L. G. The two faces of competition: Dynamic resourcefulness and the hypercompetitive shift. Organ. Sci. (1996) 7:221–242LinkGoogle Scholar
  • Tilton J. H.International Diffusion of Technology: The Case of Semiconductors (1971) (Brookings Institution, Washington, DC) Google Scholar
  • Tushman M. L. Special boundary roles in the innovation process. Admin. Sci. Quart. (1977) 22:587–605CrossrefGoogle Scholar
  • Tushman M. L., Katz R. External communication and project performance: An investigation into the role of gatekeepers. Management Sci. (1980) 26:1071–1085LinkGoogle Scholar
  • Tushman M. L., O'Reilly C. A. Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Rev. (1996) 38(Summer):8–30CrossrefGoogle Scholar
  • Tushman M. L., Smith W., Wood R., Westerman G., O'Reilly C. A. Organizational designs and innovation streams. (2006) . Working Paper 07-087, Harvard Business School, BostonGoogle Scholar
  • Vanhaverbeke W., Duysters G., Noorderhaven N. External technology sourcing through alliances or acquisitions: An analysis of the application-specific integrated circuits industry. Organ. Sci. (2002) 13:714–733LinkGoogle Scholar
  • Veugelers R. Internal R&D expenditures and external technology sourcing. Res. Policy (1997) 26:303–315CrossrefGoogle Scholar
  • Williamson O.The Economic Institutions of Capitalism (1985) (The Free Press, New York) Google Scholar
  • Wood R., Westerman G., Smith W. K., Tushman M. L. Organizational learning and the ambidextrous form: The case of IBM microelectronics. (2007) Presentation, Academy of Management Annual MeetingAugust 6(Philadelphia)Google Scholar
  • Zahra S. A. Governance, ownership, and corporate entrepreneurship: The moderating impact of industry technological opportunities. Acad. Management J. (1996) 39:1713–1735CrossrefGoogle Scholar
  • Zahra S. A., George G. Absorptive capacity: A review, reconceptualization, and extension. Acad. Management Rev. (2002) 27:185–203CrossrefGoogle Scholar
  • Zahra S. A., Ireland R. D., Hitt M. A. International expansion by new venture firms: International diversity, mode of market entry, technological learning, and performance. Acad. Management J. (2000) 43:925–950CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.