As markets and industries become more global, it makes increasing sense for multinationals to shift some or all headquarters functions and resources abroad. However, this is a strategic decision that needs to be weighed carefully.
Previous research focuses on firm and business unit level ambidexterity. Therefore, conceptual and empirically validated understanding about ambidexterity at the individual level of analysis is very scarce. This paper addresses this gap in the literature by investigating managers' ambidexterity, del
This paper develops and tests hypotheses on the influence of a manager’s knowledge inflows on this manager’s exploration and exploitation activities. Based on a survey among managers of a leading electronics firm, the findings indicate, as expected, that top-down knowledge inflows of a manager posit
In order to be successful over time, firms in a dynamic environment are challenged to explore new possibilities to achieve congruence with the changing business environment, and to exploit old certainties to secure efficiency benefits. However, both researchers and managers struggle to understand ho
Both in theory as in practice insight is limited about how firms in dynamic environments could organize to manage concurrently both the strategic processes of competence building and competence leveraging. To contribute to this issue, a conceptual framework is developed which considers the ability t
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