The determinants of academic research commercial performance: Towards an organizational ambidexterity perspective

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Disentangling the antecedents of ambidexterity: Exploration and exploitation (2018, background): “…form a paradoxical relationship (Andriopoulos and Lewis, 2010; Raisch and Zimmermann, 2017; Smith and Lewis, 2011) as they require substantially different structures, processes, strategies and capabilities (Benner and Tushman, 2003; Chang et al., 2009; McGrath, 2001; Siggelkow and Levinthal, 2003).”
Mechanisms for Managing Ambidexterity: A Review and Research Agenda (2013, unknown): “The evidence shows that this needs reward systems (processes) that encourage the support of both exploitation and exploration (Ambos et al., 2008; Chang et al., 2009), together with a long-term view and support for risk-taking (Brion et al.”
Toward successful commercialization of university technology: Performance drivers of university technology transfer in Taiwan (2015, background): “With the enactment of the Fundamental Science and Technology Act, researchers are motivated to commercialize their academic research to take advantage of royalties, licensing income, and equity participation for their institutes (Chang et al., 2009).”