Henk W. Volberda

TL;DR: In this article, the authors examine the coordination of an organization's onshore and offshore units from a co-evolution perspective and reveal that effective solutions to the coordination problem are likely to emanate bottom-up, from practices that have been distilled from a range of routines and experiences as project teams learn and progressively accumulate knowledge of what works and what does not.

TL;DR: In this paper, the authors empirically contrast the Anglo-Saxon and Rhineland board models in the U.K. and Germany, respectively, and find support for their assertion that the influence of board functional background heterogeneity on relative exploration orientation is more pronounced when the adopted board model accommodates inclusion of the board's knowledge resources into strategy making.

TL;DR: In this paper, the authors examine the top management team's internal and external advice seeking behavior in affecting exploratory innovation, i.e. innovation aimed at new markets or based on radically new technologies.

TL;DR: In this paper, the authors develop and test a theoretical argument in which they emphasize an indirect link between customer involvement in innovation processes and exploratory behavior in emerging technology fields and provide empirical support for their related theoretical framework by means of six case studies and a survey among 131 companies that were adopting a similar emerging technology; i.e., cloud computing.