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

By Zhiang Lin, Haibin Yang, Irem Demirkan. Management Sciences, 2007

490 citations recorded by the source corpus.

Subfields: Statistical and Nonlinear Physics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/24bb4d6538ab54e0372bbf4fd7e2b975c49bec57

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Statistical and Nonlinear Physics

1. Olli‐Pekka Kauppila
2. Lori Rosenkopf
3. Jingoo Kang
4. Dovev Lavie
5. Bindu Arya
6. Haibin Yang
7. Zhiang Lin

In Strategy and Management

1. Mike W. Peng
2. Haibin Yang
3. Sunny Li Sun
4. Olli‐Pekka Kauppila
5. Michael L. Tushman
6. Sebastian Raisch
7. Dovev Lavie
8. Kathleen M. Eisenhardt

Citations in the corpus

• How do networks and learning drive M&As? An institutional comparison between China and the United States (2009, background): “We further extend the spillover argument by differentiating the nature of learning in alliances between exploration and exploitation (Levinthal and March, 1993; Lin, Yang, and Demirkan, 2007; March, 1991).”
• Alliance partners and firm performance: resource complementarity and status association (2009, methodology): “Firms search for alliance partners with resources that they can leverage and integrate to create synergy (Das, Sen, and Sengupta, 1998; Lin, Yang, and Demirkan, 2007).”
• Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance (2009, background): “This work has recently been extended to include the notion of ambidexterity (e.g., Atuahene-Gima and Murray 2007, Lin et al. 2007).”
• Mechanisms for Managing Ambidexterity: A Review and Research Agenda (2013, unknown): “Lin et al. (2007) The simultaneous and balanced presence of both existing and new partners in a firm’s network of alliances.”
• CROSSROADS - Microfoundations of Performance: Balancing Efficiency and Flexibility in Dynamic Environments (2010, background): “…et al. 2007), modular business unit structures (Hill and Birkinshaw 2008, Karim 2006, Martin and Eisenhardt 2010), and strategic alliance networks (Lin et al. 2007, Ozcan and Eisenhardt 2009) provide some structure to guide actions (efficiency) while at the same time leaving latitude for…”
• Balanced scorecard in SMEs: effects on innovation and financial performance (2017, unknown): “, structurally separate R&D units) (Benner and Tushman 2003), temporal differentiation (Nickerson and Zenger 2002), or strategic alliance networks (Lin et al. 2007).”
• Creating ambidexterity by integrating and balancing structurally separate interorganizational partnerships (2010, background): “These findings contribute to the extant research on interorganizational ambidexterity (Im and Rai, 2008; Lavie and Rosenkopf, 2006; Lin et al., 2007) by noting that an ambidextrous organizational context is an important antecedent of a firm’s ability to capture the benefits resulting from both explo”