O
Olli-Pekka Kauppila
Researcher at Aalto University
Publications - 20
Citations - 867
Olli-Pekka Kauppila is an academic researcher from Aalto University. The author has contributed to research in topics: Ambidexterity & Knowledge sharing. The author has an hindex of 11, co-authored 20 publications receiving 659 citations.
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Creating ambidexterity by integrating and balancing structurally separate interorganizational partnerships
TL;DR: In this paper, the authors show that interorganizational partnerships represent a potentially important resource for the development of ambidexterity, but little is known about how a firm's ambidext...
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The Social-Cognitive Underpinnings of Employees' Ambidextrous Behaviour and the Supportive Role of Group Managers' Leadership
TL;DR: In this article, the authors used a two-wave survey of 638 employees nested in 173 groups across 34 organizations and found that general self-efficacy positively predicts ambidextrous behaviour through learning orientation, and paradoxical leadership also moderates the relationship between learning orientation and individual ambidexterity.
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Alliance management capability and firm performance: : Using resource-based theory to look inside the process black box
TL;DR: In this article, the authors employ the framework of the resource-based theory (RBT) and investigate the process by which firms can realize the potential value of their alliance management capability.
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Knowledge sharing through virtual teams across borders and boundaries
TL;DR: In this article, the authors focus on the challenge faced by multinational corporations: how to enhance knowledge sharing across geographical and functional boundaries given the multifaceted nature of knowledge, and demonstrate how a multinational company can create the means and spaces necessary to achieve effective knowledge sharing and learning by highlighting a viable information system that supports social networking.
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So, What Am I Supposed to Do? A Multilevel Examination of Role Clarity
TL;DR: In this paper, the authors investigate the effects of internal work locus of control, general self-efficacy, and leader-member exchange on role clarity, focusing on the roles of a manager's control style and the organization's strategy-making pattern.