Justin J. P. Jansen

TL;DR: Wang et al. as discussed by the authors found that a CEO's bonding social capital with organizational members from various functional units has an inverted U-shaped relationship with firm EO, while the CEO's bridging social capital has a positive association with the firm's diverse set of external stakeholders.

TL;DR: In this paper, the authors investigated the effectiveness of combining structural differentiation with formal and informal organizational as well as top management team integration mechanisms in establishing an appropriate context for venturing activities.

TL;DR: This article found that the bottom-up relationship between operational manager and organizational ambidexterity is contingent on firm opportunity-enhancing HR practices, and that the top-down effects of ability-and motivation-enhanced HR practices on operational manager ambideXterity are partially mediated by their role breadth self-efficacy and intrinsic motivational orientation.

TL;DR: In this article, an attention-based perspective is adopted, focusing on attention scope as well as distributed and situated attention, to assess how senior team attributes moderate the relationship between EO and firm performance.

TL;DR: In this paper, the authors identify and illustrate three dynamic capabilities (sensing local opportunities, enacting global complementarities, and appropriating local value) by which MNEs are able to operate successfully across emerging and established markets.