Creating ambidexterity by integrating and balancing structurally separate interorganizational partnerships

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How researchers see this paper

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Organizational Ambidexterity: Past, Present, and Future (2013, background): “In a detailed case study, Kauppila (2010) illustrates how a company relied on both internal ambidexterity and external partnerships to enhance its ability to explore and exploit.”
Switching Hats: The Effect of Role Transition on Individual Ambidexterity (2019, background): “Individuals who behave ambidextrously are more creative and innovative; at the same time, however, they do not lose sight of the status quo and associated performance criteria (Kauppila, 2010; Mom et al., 2007; Raisch et al., 2009; Rogan & Mors, 2014).”
Entrepreneurial alertness as a pathway to strategic decisions and organizational performance (2018, background): “As such, because of the entrepreneurial opportunities that EA helps discover, we would expect that decision makers’ EA would make them prone to allocate resources to exploratory activities at the expense of exploitative ones, which will have short- and long-term implications (Kauppila, 2010).”