Journal ArticleDOI
Does openness to innovation matter? The moderating role of open innovation between organizational ambidexterity and innovation performance
Ruijie Li,Lihua Fu,Zhiying Liu +2 more
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Based on organizational ambidexterity theory and knowledge-based view, the authors presented a conceptual framework that links organizational ambidesterity, open innovation, and innovation performance.Abstract:
Based on organizational ambidexterity theory and knowledge-based view, this study presents a conceptual framework that links organizational ambidexterity, open innovation and innovation performance...read more
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Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms
TL;DR: The findings suggest that the previously asserted direct effect of structural differentiation on ambidexterity operates through informal senior team and formal organizational integration mechanisms, and contributes to a greater clarity and better understanding of how organizations may effectively pursue exploration and exploitation simultaneously to achieve ambideXterity.
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Impact of wise leadership, workplace friendships on open innovation in family firms: a developing country perspective
Amir A. Abdulmuhsin,Ali Tarhini +1 more
TL;DR: In this article, the authors used AMOS software and structural equation model to empirically test the proposed hypotheses of the theoretical model and found that wise leadership has a significant, positive indirect effect on stimulating open innovation in family firms via its influence on building workplace friendships and overcoming knowledge.
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The innovation interface between knowledge management and firm performance
TL;DR: In this article , the authors examined the relationship between knowledge management practices and firm performance and also examined the mediating role of innovation in this relationship, showing that innovation partially mediates the relationship that support knowledge-related processes (KRP) of knowledge creation, transfer, integration and implementation.
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Ambidexterity in entrepreneurial universities and performance measurement systems. A literature review
TL;DR: In this article , the authors analyze the exploration and exploitation of knowledge in universities that support innovation and entrepreneurship in their environment, and analyze the Performance Measurement Systems (PMS) of the universities management are analyzed as a proxy for the implementation of the strategic vision of universities.
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Knowledge management capability, entrepreneurial creativity, entrepreneurial intensity and firm performance: the mediating role of ambidexterity
TL;DR: In this article , a cross-sectional survey research that examines the impact of KMC, EI, EC and EI on firm performance by considering the mediating role of organizational ambidexterity.
References
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Book
Using multivariate statistics
TL;DR: In this Section: 1. Multivariate Statistics: Why? and 2. A Guide to Statistical Techniques: Using the Book Research Questions and Associated Techniques.
Book ChapterDOI
Firm Resources and Sustained Competitive Advantage
TL;DR: In this article, the authors examined the link between firm resources and sustained competitive advantage and analyzed the potential of several firm resources for generating sustained competitive advantages, including value, rareness, imitability, and substitutability.
Journal ArticleDOI
Exploration and Exploitation in Organizational Learning
TL;DR: In this paper, the authors consider the relation between the exploration of new possibilities and the exploitation of old certainties in organizational learning and examine some complications in allocating resources between the two, particularly those introduced by the distribution of costs and benefits across time and space.
Journal ArticleDOI
The myopia of learning
TL;DR: The imperfections of learning are not so great as to require abandoning attempts to improve the learning capabilities of organizations, but that those imperfections suggest a certain conservatism in expectations.
Myopia of learning
TL;DR: In this paper, the authors examine the ways organizations approach these problems through simplification and specialization and how those approaches contribute to three forms of learning myopia, the tendency to overlook distant times, distant places, and failures, and identify some ways in which organizations sustain exploration in the face of a tendency to overinvest in exploitation.