Balancing exploration and exploitation in alliance formation

Article Abstract:

An argument that absorptive capacity and organizational inertia impose conflicting pressures for exploration and exploitation with respect to the value chain function of alliances, the attributes of partners and partner's network positions is presented. Results reveal that firms balance their tendencies to explore and exploit over time and cross-domains, although path dependencies reinforce either exploration or exploitation within each of these domains.

Organizational structure

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Organizing for innovation: Managing the coordination-autonomy dilemma in technology acquisitions

Article Abstract:

The impact of integration on the likelihood of introducing innovations to market at different stages of the innovation trajectories of acquired firms is examined. Structural integration decreases the likelihood of introducing new products of firms that have not launched products before being acquired and for all firms immediately after acquisition, but these effects disappear as innovation trajectories evolve.

United States, Management-Creativity, Methods, Acquisitions and mergers, Business creativity, Organizational learning

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The performance implications of timing of entry and involvement in multipartner alliances

Article Abstract:

Hypothesis in the Wi-Fi Alliance were used to find out the distribution of benefits of partners in multipartner alliances by stressing on dynamics of partner entry and involvement.

Forecasts, trends, outlooks, SOCIAL SERVICES, Social Assistance, Religious, Grantmaking, Civic, Professional, and Similar Organizations, Nonprofit Institutions, Social Services & Nonprofit Institutns, Forecasts and trends, Market trend/market analysis, Nonprofit organizations, Strategic alliances (Business), Wi-Fi Alliance

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