Intellectual Capital Architectures and Ambidextrous Learning: A Framework for Human Resource Management

By Sung‐Choon Kang, Scott A. Snell. 2009

637 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/661d10bcd656dbd0028a999f2eff320f2847fc04

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In Strategy and Management

Citations in the corpus

Senior Team Attributes and Organizational Ambidexterity: The Moderating Role of Transformational Leadership (2008, neutral): “Many studies have emphasized the need for organizations to combine exploration and exploitation (Eisenhardt and Martin, 2000; Kang and Snell, 2008; Levinthal and March, 1993), whereas others have associated exploration and exploitation with different types of learning and innovation (Benner and…”
Behavioral Ambidexterity: The Impact of Incentive Schemes on Productivity, Motivation, and Performance of Employees in Commercial Banks (2015, background): “…of units, overseen by senior management (Jansen, George, Bosch, & Volberda, 2008; Lubatkin, Simsek, Ling, & Veiga, 2006; O’Reilly and Tushman, 2004), and contextual (Gibson & Birkinshaw, 2004; Kang & Snell, 2009; Turner & Lee-Kelley, 2012)—are primarily understood at the organizational level.”
Mechanisms for Managing Ambidexterity: A Review and Research Agenda (2013, positive): “In order to further categorise the mechanisms, according to the resources needed at each level, we drew upon the framework of Kang and Snell (2009).”
Intellectual Capital–Enhancing HR, Absorptive Capacity, and Innovation (2017, background): “It can be argued that organisational capital not only establishes patterns of behaviour and interpretation systems that guide knowledge acquisition, it is also a mechanism for integrating and combining that knowledge into organisational knowledge (Kang & Snell, 2009).”
Organizational Social Capital, Formalization, and Internal Knowledge Sharing in Entrepreneurial Orientation Formation (2013, background): “…be effective in the generation of novel ideas, but they can facilitate their implementation (Pierce & Delbecq, 1977), particularly in terms of playing a disciplining role and focusing managers’ attention on the application of entrepreneurial ideas (Gibson & Birkinshaw, 2004; Kang & Snell, 2009).”
Individual ambidexterity: the duality of exploration and exploitation and its relationship with innovative performance (2017, background): “…of contextual ambidexterity is that ambidexterity cannot be understood solely as an organizational construct, but that the ambidextrous behaviours of individual organizational members need to be taken into account as well (Faisal Ahammad, Mook Lee, Malul, & Shoham, 2015; Kang & Snell, 2009).”
Ambidextrous leadership, ambidextrous employee, and the interaction between ambidextrous leadership and employee innovative performance (2018, background): “Employee ambidexterity is a multidimensional construct refers to behavioral orientation of employees to combine exploitation and exploration associated activities in a definite period of time (Caniëls and Veld 2016; Kang and Snell 2009; Gibson and Birkinshaw 2004).”
Clarifying the Effect of Intellectual Capital on Performance: The Mediating Role of Dynamic Capability (2012, neutral): “The above definition is different from the approaches previously taken in the strategic management literature (e.g. Gibson and Birkinshaw, 2004; Kang and Snell, 2009).”
Intellectual capital and radical innovation: Exploring the quadratic effects in technology-based manufacturing firms (2016, background): “…Capital-Based View (ICBV) – are key production factors in the global competitive arena (Dean, Kretschmer, 2007) and can be understood as the sum of all knowledge assets that firms use to attain a competitive advantage (Nahapiet and Ghoshal, 1998; Subramaniam and Youndt, 2005; Kang and Snell, 2009).”
Does intellectual capital matter? High-performance work systems and bilateral innovative capabilities (2013, background): “, 1999) and helps facilitate the creation of organizational capital (Kang and Snell, 2009).”