Three operational models for ambidexterity in large corporations-Reference-Cited by-同舟云学术

Three operational models for ambidexterity in large corporations

Published:2018-08-22 Issue:1 Volume:5 Page:
ISSN:2197-1927
Container-title:Triple Helix
language:en
Short-container-title:Triple Helix

Author:

Alänge Sverker^ORCID,Steiber Annika

Funder

VINNOVA

Publisher

Brill

Subject

Management of Technology and Innovation,Economics, Econometrics and Finance (miscellaneous),Business, Management and Accounting (miscellaneous),Education

Link

http://link.springer.com/content/pdf/10.1186/s40604-018-0053-9.pdf

Reference52 articles.

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3. Aldrich H, Herker D (1977) Boundary spanning roles and organization structure. Acad Manag Rev 2(2):217–230

4. Benner MJ, Tushman ML (2015) Reflections on the 2013 decade award – ‘exploitation, exploration, and process management: the productivity dilemma revisited’ ten years later. Acad Manag Rev 40(4):497–514

5. Birkinshaw J, Zimmerman A, Raisch S (2016) How do firms adapt to discontinuous change? Bridging the dynamic capabilities and ambidexterity perspectives. Calif Manag Rev 58(4):36–58

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