Balancing Exploration and Exploitation in Alliance Formation

By Dovev Lavie, Lori Rosenkopf. 2006

1,466 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/ac32a0389ab37e64717ab7e55adb7807a641cd26

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In Strategy and Management

Citations in the corpus

When birds of a feather don’t flock together: Different scientists and the roles they play in biotech R&D alliances (2013, background): “A partner firm may possess skills that benefit the focal firm and they can choose to explore complementary technical areas (Lavie and Rosenkopf, 2006).”
Exploration and Exploitation in Innovation: Reframing the Interpretation (2008, background): “These two concepts require different structures, processes, strategies, capabilities and cultures, and may have different impacts on an organization’s performance.”
Untangling the Effects of Overexploration and Overexploitation on Organizational Performance: The Moderating Role of Environmental Dynamism† (2008, result): “This argument is consistent with March’s (1991) original idea and some more recent work (e.g., Lavie & Rosenkopf, 2006; Levinthal & March, 1993; Miller, Zhao, & Calatone, 2006; Mitchell & Singh, 1993; Perretti & Negro, 2006; Wadhwa & Kotha, 2006) that also treated exploitation and exploration as a”
Managing liquidity in research‐intensive firms: signaling and cash flow effects of patents and alliance activities (2009, background): “Furthermore, to pursue unknown technologies, firms may be forced to form partnerships with those whom they have had no prior experience (Lavie and Rosenkopf, 2006).”
Strategic repositioning by means of alliance networks: The case of IBM (2007, background): “…recent articles have focused on issues related to alliances as means for achieving exploration or exploitation strategies (e.g. Koza and Lewin 1998; Lavie and Rosenkopf, 2006; Rothaermel, 2001; Rothaermel and Deeds, 2004), none of these has looked empirically and from a longitudinal point of view…”
Friends and Foes: The dynamics of dual social structures (2014, methodology): “Because partnership terminations are rarely reported, we followed prior research and modeled a five-year duration window (e.g., Gulati & Gargiulo, 1999; Kogut, 1988; Lavie & Rosenkopf, 2006; Stuart, 2000).”
Absorptive Capacity and Firm Performance in SMEs: The Mediating Influence of Strategic Alliances (2011, methodology): “…was preponderantly measured by means of proxies, the empirical evidence provided by these studies is mainly based on static or onedimensional approaches and thus, is not able to provide insights for each of the particular ACAP dimensions (e.g., Noteboom et al., 2005; Lavie and Rosenkopf, 2006).”