Outstreaming for Ambidexterity: Evolving a Firm's Core Business from Components to Systems by Serving Internal and External Customers
暂无分享,去创建一个
[1] M. Tushman,et al. Organizational Ambidexterity: Past, Present and Future , 2013 .
[2] Ansgar Richter,et al. Strategy and Structure , 2013 .
[3] Silvia Cantarello,et al. The intellectual structure of organizational ambidexterity: A bibliographic investigation into the state of the art , 2012 .
[4] Todd R. Zenger,et al. Sailing into the wind: Exploring the relationships among ambidexterity, vacillation, and organizational performance , 2012 .
[5] H. Ju,et al. Competitive Strategy , 2012 .
[6] Karl T. Ulrich,et al. The role of product architecture in the manufacturing firm , 2011 .
[7] D. Audretsch,et al. Knowledge spillovers and strategic entrepreneurship , 2010 .
[8] Bradley R. Staats,et al. Wellsprings of Creation: How Perturbation Sustains Exploration in Mature Organizations , 2010 .
[9] M. Tushman,et al. Exploration and Exploitation Within and Across Organizations , 2010 .
[10] J. Harrison,et al. Managing for Stakeholders, Stakeholder Utility Functions, and Competitive Advantage. , 2010 .
[11] Corey Phelps,et al. Learning from What Others Have Learned from You: The Effects of Knowledge Spillovers on Originating Firms , 2009 .
[12] Qing Cao,et al. Unpacking Organizational Ambidexterity: Dimensions, Contingencies, and Synergistic Effects , 2009, Organ. Sci..
[13] Constantine Andriopoulos,et al. Exploitation-Exploration Tensions and Organizational Ambidexterity: Managing Paradoxes of Innovation , 2009, Organ. Sci..
[14] Henk W. Volberda,et al. Understanding Variation in Managers' Ambidexterity: Investigating Direct and Interaction Effects of Formal Structural and Personal Coordination Mechanisms , 2009, Organ. Sci..
[15] Julian Birkinshaw,et al. Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance , 2009, Organ. Sci..
[16] Aravind Chandrasekaran,et al. Multiple levels of ambidexterity in managing the innovation-improvement dilemma: evidence from high technology organizations. , 2009 .
[17] Zeki Simsek,et al. A Typology for Aligning Organizational Ambidexterity's Conceptualizations, Antecedents, and Outcomes , 2009 .
[18] Rita Gunther McGrath,et al. Gems from the Ashes: Capability Creation and Transformation in Internal Corporate Venturing , 2009, Organ. Sci..
[19] Zeki Simsek. Organizational Ambidexterity: Towards a Multilevel Understanding , 2009 .
[20] Markku V. J. Maula,et al. Exploration, exploitation, and financial performance: analysis of S&P 500 corporations , 2009 .
[21] Henk W. Volberda,et al. Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms , 2008, Organ. Sci..
[22] Constance E. Helfat,et al. Organizational Linkages for Surviving Technological Change: Complementary Assets, Middle Management, and Ambidexterity , 2008, Organ. Sci..
[23] S. Floyd,et al. The Middle Management Perspective on Strategy Process: Contributions, Synthesis, and Future Research , 2008 .
[24] M. Gibbert,et al. What passes as a rigorous case study , 2008 .
[25] M. Pratt. Fitting Oval Pegs Into Round Holes , 2008 .
[26] J. Birkinshaw,et al. Organizational Ambidexterity: Antecedents, Outcomes, and Moderators , 2008 .
[27] Han Hendriks,et al. Make, buy or ally , 2008 .
[28] D. Teece. Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance , 2007 .
[29] Anne Parmigiani,et al. Why Do Firms Both Make and Buy? An Investigation of Concurrent Sourcing , 2007 .
[30] Robert A. Burgelman,et al. Let Chaos Reign, then Rein in Chaos - Repeatedly: Managing Strategic Dynamics for Corporate Longevity , 2007 .
[31] Chi-Hyon Lee,et al. Strategic Ambidexterity and Sales Growth : A Longitudinal Test in the Software Sector , 2007 .
[32] Daniel A. Levinthal,et al. Exploration and Exploitation in Organizational Learning , 2007 .
[33] M. Lubatkin,et al. Ambidexterity and Performance in Small-to Medium-Sized Firms: The Pivotal Role of Top Management Team Behavioral Integration , 2006 .
[34] Henk W. Volberda,et al. Exploratory Innovation, Exploitative Innovation and Peformance: Effects of Organizational Antecedents and Environmental Moderators , 2006, Manag. Sci..
[35] Ken G. Smith,et al. The interplay between exploration and exploitation. , 2006 .
[36] Lori Rosenkopf,et al. Balancing Exploration and Exploitation in Alliance Formation , 2006 .
[37] Ian D. Turner. Rationality, Foolishness and Adaptive Intelligence , 2006 .
[38] Lloyd A. Jobe,et al. Balancing vertical integration and strategic outsourcing: effects on product portfolio, product success, and firm performance , 2006 .
[39] A. Salter,et al. Open for innovation: the role of openness in explaining innovation performance among U.K. manufacturing firms , 2006 .
[40] S. Winter,et al. Entrepreneurship and Firm Boundaries: The Theory of a Firm , 2005 .
[41] Stephan Billinger,et al. Designing the Boundaries of the Firm: From 'Make, Buy or Ally' to the Dynamic Benefits of Vertical Architecture , 2005 .
[42] Kathleen M. Eisenhardt,et al. Special Issue: Frontiers of Organization Science, Part 2 of 2: Organizational Boundaries and Theories of Organization , 2005, Organ. Sci..
[43] Wendy K. Smith,et al. Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams , 2005 .
[44] Daniel A. Levinthal,et al. 50th Anniversay Article: The Strategy Field from the Perspective of Management Science: Divergent Strands and Possible Integration , 2004, Manag. Sci..
[45] Zi-Lin He,et al. Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis , 2004, Organ. Sci..
[46] Kevin G. Corley,et al. Identity Ambiguity and Change in the Wake of a Corporate Spin-off , 2004 .
[47] M. Tushman,et al. The ambidextrous organization. , 2004, Harvard business review.
[48] Joao F. C. Mota,et al. A Capabilities Perspective on the Evolution of Firm Boundaries: A Comparative Case Example from the Portuguese Moulds Industry , 2004 .
[49] David L. Deeds,et al. Exploration and Exploitation Alliances in Biotechnology: A System of New Product Development , 2004 .
[50] C. Gibson,et al. THE ANTECEDENTS , CONSEQUENCES , AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY , 2004 .
[51] M. Crossan,et al. Organizational learning and strategic renewal , 2003 .
[52] Mary J. Benner,et al. Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited , 2003 .
[53] R. Katila,et al. SOMETHING OLD, SOMETHING NEW: A LONGITUDINAL STUDY OF SEARCH BEHAVIOR AND NEW PRODUCT INTRODUCTION , 2002 .
[54] George Westerman,et al. Disruption, disintegration and the dissipation of differentiability , 2002 .
[55] Ramiro Montealegre,et al. A Process Model of Capability Development: Lessons from the Electronic Commerce Strategy at Bolsa de Valores de Guayaquil , 2002, Organ. Sci..
[56] Robert A. Burgelman. Strategy as Vector and the Inertia of Coevolutionary Lock-in , 2002 .
[57] A. Nerkar,et al. Beyond local search: boundary‐spanning, exploration, and impact in the optical disk industry , 2001 .
[58] Frans van den Bosch,et al. Mastering Strategic Renewal: Mobilising Renewal Journeys in Multi-unit Firms , 2001 .
[59] Constance E. Helfat. Guest editor's introduction to the special issue: the evolution of firm capabilities , 2000 .
[60] S. Ghoshal,et al. Strategy as guided evolution , 2000 .
[61] Steven C. Michael. Investments to create bargaining power: The case of franchising , 2000 .
[62] Charles Baden-Fuller,et al. Lessons from the Celltech Case: Balancing Knowledge Exploration and Exploitation in Organizational Renewal , 1999 .
[63] Adler,et al. Flexibility versus efficiency? A case study of model changeovers in the Toyota production system , 1999 .
[64] A. Lewin,et al. The Co-Evolution of Strategic Alliances , 1998 .
[65] Daniel A. Levinthal. Adaptation on rugged landscapes , 1997 .
[66] K. Eisenhardt,et al. The Art of Continuous Change : Linking Complexity Theory and Time-Paced Evolution in Relentlessly Shifting Organizations , 1997 .
[67] B. Kogut,et al. What Firms Do? Coordination, Identity, and Learning , 1996 .
[68] Danny Miller,et al. The simplicity of competitive repertoires : An empirical analysis , 1996 .
[69] Clayton M. Christensen,et al. CUSTOMER POWER, STRATEGIC INVESTMENT, AND THE FAILURE OF LEADING FIRMS , 1996 .
[70] Mark C. Suchman. Managing Legitimacy: Strategic and Institutional Approaches , 1995 .
[71] Jan B. Heide,et al. Understanding Dual Distribution: The Case of Reps and House Accounts , 1995 .
[72] Terry L. Amburgey,et al. As the Left Foot Follows the Right? The Dynamics of Strategic and Structural Change , 1994 .
[73] Daniel A. Levinthal,et al. The myopia of learning , 1993 .
[74] H. Thomas,et al. Strategic renewal and interaction of cumulative stress and inertia , 1993 .
[75] Dennis A. Gioia,et al. Sensemaking and sensegiving in strategic change initiation , 1991 .
[76] K. Eisenhardt. Building theories from case study research , 1989, STUDI ORGANIZZATIVI.
[77] Jeffrey L. Bradach,et al. Price, Authority, and Trust: From Ideal Types to Plural Forms , 1989 .
[78] L. Vogel,et al. Strategy and Structure , 1986 .
[79] K. R. Harrigan. Vertical Integration and Corporate Strategy , 1985 .
[80] Meryl Reis Louis,et al. Alternative Perspectives in the Organizational Sciences: “Inquiry from the Inside” and “Inquiry from the Outside” , 1981 .
[81] K. Arrow. Vertical integration and communication , 1975 .
[82] J. Schumpeter,et al. Business Cycles: A Theoretical, Historical, and Statistical Analysis of the Capitalist Process , 1940 .
[83] O. Morgenstern,et al. Business Cycles: A Theoretical, Historical, and Statistical Analysis of the Capitalist Process. , 1940 .