Knowledge Sharing Ambidexterity in Long-Term Interorganizational Relationships

By Ghiyoung P. Im, Arun Rai. Management Sciences, 2008

518 citations recorded by the source corpus.

Subfields: Communication, Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2c7aef1df079e7960094258afd59c83c955a5e00

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Citations in the corpus

Entrepreneurial orientation and SME international performance: The mediating role of networking capability and experiential learning (2019, background): “Third, we promised that the summary of findings would be shared with respondents (Im and Rai, 2008).”
The coopetition paradox and tension: The moderating role of coopetition capability (2016, background): “Capabilities mentioned in coopetition literature may well be necessary conditions to effectively manage coopetitive tensions; we argue that ambidexterity must certainly be the fundamental condition defining the concept (c.f. Im & Rai 2008; Lin, Yang & Demirkan, 2007).”
The "Third Hand": IT-Enabled Competitive Advantage in Turbulence Through Improvisational Capabilities (2010, methodology): “Similarly, dynamic capabilities have been described as “exploration” capabilities and operational capabilities as “exploitation” capabilities that jointly create the “ambidextrous” organization (Im and Rai 2008).”
Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance (2009, background): “Researchers have found that interorganizational activities, such as customer relationships ( Im and Rai 2008 ), corporate venturing (Hill and Birkinshaw 2008), and strategic alliances (Lin et al. 2007, Rothaermel and Deeds 2004), can enable both exploitative and explorative knowledge processes.”
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”
Information Technology and Firm Profitability: Mechanisms and Empirical Evidence (2012, background): “…IT projects stems from interlinkages of such IT projects with customer-facing business processes and customer life-cycle management, making successful implementation of these projects more sustainable and making it difficult for competitors to replicate successes (Im and Rai 2008).”
Motivational Differences Across Post-Acceptance Information System Usage Behaviors: An Investigation in the Business Intelligence Systems Context (2013, background): “In the organizational learning literature, exploitation refers to the utilization of existing resources and competencies, and exploration describes organizations’ experimentation with new alternatives (March 1991, Gupta et al. 2006, Im and Rai 2008).”
Understanding the Link Between Information Technology Capability and Organizational Agility: An Empirical Examination (2011, background): “For example, researchers have begun to study the ambidextrous phenomenon of IT exploitation and exploration in knowledge management and IT-enabled agility (Im and Rai 2008; Lee et al. 2008).”