Ambidexterity in Technology Sourcing: The Moderating Role of Absorptive Capacity

By Frank T. Rothaermel, Maria Tereza Alexandre. Organ. Sci., 2009

920 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/547e17c9ca135a8cf34b488f79d126b9b1ffcace

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In Management Information Systems

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Citations in the corpus

Linking strategic flexibility and operational efficiency: the mediating role of ambidextrous operational capabilities (2014, background): “While the pursuit of various activities in a trade-off situation is referred to as ambidextrous behavior (Rothaermel and Alexandre, 2009), we propose that operational capabilities require ambidextrous traits to mediate the relationship between strategic flexibility and operational efficiency.”
The innovative performance of firms in heterogeneous environments: the interplay between external knowledge and internal absorptive capacities (2018, background): “…conceptual framework relies on the notion of organizational ambidexterity as the ability of firms to simultaneously explore and exploit (e.g. Tushman and O'Reilly, 2007; Gibson and Birkinshaw, 2004; Rothaermel and Alexandre, 2009), and applies this concept to firms’ knowledge acquisition behavior.”
Regions Matter: How Localized Social Capital Affects Innovation and External Knowledge Acquisition (2012, background): “Thus, a combination of in-house and beyond-firm boundary search is required (Rothaermel and Alexandre 2009).”
External knowledge search, absorptive capacity and radical innovation in high-technology firms (2017, background): “Although previous studies have connected AC and OI (e.g. Clausen, 2013; Escribano et al., 2009; Huang & Rice, 2012; Rothaermel & Alexandre, 2009), examination of the two components of AC in the context of various types of OI has been scarce (Kim et al., 2016).”
Alliance Capabilities (2015, background): “…& Singh, 2002) or the number of prior agreements with any partner in similar technological areas (Zollo et al., 2002), increases a firm’s ability to manage alliances in similar technological domains because such experience improves the firm’s absorptive capacity (Rothaermel & Alexandre, 2009).”
Knowledge Maturity and the Scientific Value of Innovations (2017, background): “These domains of knowledge distance and the mechanism of knowledge adoption have been central to research on innovation (e.g., Phene et al., 2006; Rothaermel & Alexandre, 2009), yet their interplay with knowledge maturity has been thus far ignored.”
Success Patterns of Exploratory and Exploitative Innovation (2013, background): “…find positive performance effects for exploratory and exploitative innovations (e.g., Bierly & Daly, 2007; Cao et al., 2009; Yalcinkaya, Calantone, & griffith, 2007), some studies report insignificant or even negative relationships (e.g., Amason et al., 2006; Rothaermel & Alexandre, 2009).”
From social capital to entrepreneurial orientation: The mediating role of dynamic capabilities (2017, background): “Firms with high DCs have strong communication routines among their employees that help to combine diverse views on a new opportunity and react before a market opportunity closes or loses attractiveness (Rothaermel & Alexandre, 2009).”
Reflections on the 2013 Decade Award—“Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited” Ten Years Later (2015, background): “Further, these results have been found at the business unit, corporate, and interorganizational levels of analysis (e.g., Danneels, 2011; Jansen, Van den Bosch, & Volberda, 2006; Lavie et al., 2010; Rothaermel & Alexandre, 2009).”
Creating ambidexterity by integrating and balancing structurally separate interorganizational partnerships (2010, background): “A key implication is that internal ambidexterity and external collaboration are not substitutes for one another but are complementary (cf. Powell et al., 1996; Rothaermel and Alexandre, 2009).”
Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance (2009, background): “To access external knowledge, these studies suggest that organizations need to establish relational contexts characterized by a broad set of resources from other actors and the normative and social cues these actors provide (Adler and Kwon 2002, Nahapiet and Ghoshal 1998).”