Entrepreneurship in the large corporation: a longitudinal study of how established firms create breakthrough inventions

By Gautam Ahuja, Curba Morris Lampert. 2001

2,521 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5178c23c893da44c369b17cafe76c1d7e8edd6c6

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Citations in the corpus

The Process of Creative Construction: Knowledge Spillovers, Entrepreneurship and Economic Growth (2007, positive): “…such thoughts, the organizational learning literature describes various pathologies ascribed to competency and learning traps (March, 1991; Levinthal and March, 1993) that serve to constrain and localize search for solutions in proximate areas (Ahuja and Lampert, 2001; Cyert and March, 1963).”
The Antecedents and Innovation Consequences of Organizational Knowledge Brokering Capability (2007, positive): “Yet, exploratory search is important for competitive success, particularly in fast-paced environments in which technical innovation continuously reconfigures the competitive landscape (March, 1991; Brown and Eisenhardt, 1997; Ahuja and Lampert, 2001).”
Explorative and Exploitative Learning from External Corporate Ventures (2005, background): “Learning about new technologies, new markets, and new ways to operate have been cited repeatedly among the most important objectives of different types of corporate entrepreneurship initiatives (Ahuja & Lampert, 2001; Birkinshaw, 1997; Dess et al., 2003).”
Opportunity Discovery, Problem Solving and the Entrepreneurial Theory of the Firm (2007, background): “In our theory entrepreneurship does not relate exclusively to resourceendowed firms such as those considered in the resource-based view of the firm (e.g. compare Ahuja and Lampert, 2001 with Stevenson and Jarillo, 1990).”
Keep searching and you’ll find: what do we know about variety creation through firms’ search activities for innovation? (2012, background): “However, as technologies mature, the likelihood that high-utility combinations of technological elements have not been tried or exploited already must eventually decline (Ahuja and Lampert, 2001).”
Entrepreneurship and dynamic capabilities: how firm age and size affect the ‘capability enhancement–SME performance’ relationship (2012, result): “…several ways, including: the pace of the results (faster for the SME); the sustainability of the results (less for the SME); the variance of the results (higher for the SME; e.g., Ahuja and Lampert 2001); and the rival reaction to the initial results (less reaction from larger rivals for the SME).”
Assessing the impact of organizational learning capability on product innovation performance: an empirical test (2008, background): “This finding has important implications: OLC represents the organizational foundation for learning either though exploration or exploitation (March, 1991; Ahuja and Lampert, 1993).”
It’s about Time! CEOs’ Temporal Dispositions, Temporal Leadership, and Corporate Entrepreneurship (2017, background): “Unlike SMEs, which are nimble and structurally flexible, large firms face structural inertia and high costs of integrating new ideas into existing systems and processes (Ahuja and Lampert, 2001; Katila, 2002).”
Whose Innovation Performance Benefits More from External Networks: Entrepreneurial or Conservative Firms?* (2016, background): “External network utilization enables the coupling of previously unconnected and diverse ideas (Ahuja and Lampert, 2001).”