Knowledge stock, ambidextrous learning, and firm performance

Adler, P.S., Goldoftas, B. and Levine, D.I. (1999), “Flexibility versus efficiency: a case study of model changeovers in the Toyota production system”, Organization Science, Vol. 10, pp. 43‐68. Agarwal, R., Ganco, M. and Ziedonis, R. (2009), “Reputations for toughness in patent enforcement: implications for knowledge spillovers via inventor mobility”, Strategic Management Journal, Vol. 30, pp. 1349‐74. Ahn, J. and Chang, S. (2004), “Assessing the contribution of knowledge to business performance: the KP3 methodology”, Decision Support Systems, Vol. 36 No. 4, pp. 403‐16. Ahuja, G. (2000), “Collaboration networks, structural holes, and innovation: a longitudinal study”, Administrative Science Quarterly, Vol. 45, pp. 425‐55. Ahuja, G. and Lampert, C.M. (2001), “Entrepreneurship in large corporations: a longitudinal study of how established firms create breakthrough inventions”, Strategic Management Journal, Vol. 22, pp. 521‐43. Argote, L. (1999), Organizational Learning: Creating, Retaining and Transferring Knowledge, Kluwer Academic, Boston, MA. Argyris, C. and Schön, D.A. (1978), Organizational Learning: A Theory of Action Perspective, Addison‐Wesley, Reading, MA. Atuahene‐Gima, K. and Murray, J.Y. (2007), “Exploratory and exploitative learning in new product development: a social capital perspective on new technology ventures in China”, Journal of International Marketing, Vol. 15 No. 2, pp. 1‐29. Auh, S. and Menguc, B. (2005), “Balancing exploration and exploitation: the moderating role of competitive intensity”, Journal of Business Research, Vol. 58, pp. 1652‐61. Baker, W.E. and Sinkula, J.M. (2007), “Does market orientation facilitate balanced innovation programs? An organizational learning perspective”, Journal of Product Innovation Management, Vol. 24, pp. 316‐34. Barker, V.L. and Muller, G.C. (2002), “CEO characteristics and firm R&D spending”, Management Science, Vol. 48 No. 6, pp. 782‐801. Baron, R.M. and Kenny, D.A. (1986), “The moderator‐mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations”, Journal of Personality and Social Psychology, Vol. 51, pp. 1173‐82. Baum, J.A.C., Li, S.X. and Usher, J.M. (2000), “Making the next move: how experiential and vicarious learning shape the locations of chains' acquisitions”, Administrative Science Quarterly, Vol. 45, pp. 766‐801. Baum, J.R., Locke, E.A. and Smith, K.G. (2001), “A multidimensional model of venture growth”, Academy of Management Journal, Vol. 44, pp. 292‐304. Baysinger, B.D., Kosnik, R.D. and Turk, T.A. (1991), “Effects of board and ownership structure on corporate R&D strategy”, Academy of Management Journal, Vol. 34 No. 1, pp. 205‐14. Benner, M.J. and Tushman, M.L. (2003), “Exploitation, exploration, and process management: the productivity dilemma revisited”, Academy of Management Review, Vol. 28, pp. 238‐56. Bierly, P. and Chakrabarti, A. (1996), “Generic knowledge strategies in the US pharmaceutical industry”, Strategic Management Journal, Vol. 17, pp. 123‐35. Birkinshaw, J. and Gibson, C.B. (2004), “Building ambidexterity into an organization”, MIT Sloan Management Review, Vol. 45 No. 4, pp. 47‐55. Bodwell, W. and Chermack, T.J. (2010), “Organizational ambidexterity: integrating deliberate and emergent strategy with scenario planning”, Technological Forecasting and Social Change, Vol. 77 No. 2, pp. 193‐202. Bourgeois, L. (1981), “On the measurement of organizational slack”, Academy of Management Review, Vol. 6, pp. 29‐39. Cao, Q., Gedajlovic, E. and Zhang, H. (2009), “Unpacking organizational ambidexterity: dimensions, contingencies, and synergistic effects”, Organization Science, Vol. 20 No. 4, pp. 781‐96. Cegarra‐Navarro, J., Sánchez‐Vidal, M.E. and Cegarra‐Leiva, D. (2011), “Balancing exploration and exploitation of knowledge through an unlearning context: an empirical investigation in SMEs”, Management Decision, Vol. 49 No. 7, pp. 1099‐119. Chandy, R.K. and Tellis, G.J. (1998), “Organizing for radical product innovation: the overlooked role of willingness to cannibalize”, Journal of Marketing Research, Vol. 35 No. 4, pp. 474‐87. Chandy, R.K., Prabhu, J.C. and Antia, K.D. (2003), “What will the future bring? Dominance, technology expectations, and radical innovation”, Journal of Marketing, Vol. 67, pp. 1‐18. Chen, M. and Hambrick, D.C. (1995), “Speed, stealth, and selective attack: how small firms differ”, Academy of Management Journal, 38(2, pp., pp. 453‐82. Christensen, C.M. (1997), The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail, Harvard Business School Press, Boston, MA. Cohen, W.M. and Levinthal, D.A. (1990), “Absorptive capacity: a new perspective on learning and innovation”, Administrative Sciences Quarterly, Vol. 35 No. 1, pp. 128‐52. Damanpour, F. (1996), “Organizational complexity and innovation: developing and testing multiple contingency models”, Management Science, Vol. 42 No. 5, pp. 693‐716. Demirag, I.S. (1996), “The impact of managers’ short‐term perceptions on technology management and R&D in UK companies”, Technology Analysis & Strategic Management, Vol. 8 No. 1, pp. 21‐32. Dierickx, I. and Cool, K. (1989), “Asset stock accumulation and sustainability of competitive advantage”, Management Science, Vol. 35, pp. 1504‐11. Dosi, G. (1988), “Sources, procedures, and microeconomic effects of innovation”, Journal of Economic Literature, Vol. 26 No. 3, pp. 1120‐71. Drucker, P.F. (1986), Innovation and Entrepreneurship: Practice and Principles, Harper Business, New York, NY. Fleming, L. and Sorenson, O. (2001), “Technology as a complex adaptive system: evidence from patent data”, Research Policy, Vol. 30, pp. 1019‐39. Floyd, S.W. and Lane, P.J. (2000), “Strategizing throughout the organization: managing role conflict in strategic renewal”, Academy of Management Review, Vol. 25, pp. 154‐77. Ghemawat, P. and Ricart i Costa, J. (1993), “The organizational tension between static and dynamic efficiency”, Strategic Management Journal, Vol. 14, pp. 59‐73. Goll, I., Johnson, N.B. and Rasheed, A.A. (2007), “Knowledge capability, strategic change, and firm performance: the moderating role of the environment”, Management Decision, Vol. 45 No. 2, pp. 161‐79. Grant, R.M. (1996), “Toward a knowledge‐based theory of the firm”, Strategic Management Journal, Vol. 17, pp. 109‐22. Gupta, A.K., Smith, K.G. and Shalley, C.E. (2006), “The interplay between exploration and exploitation”, Academy of Management Journal, Vol. 49 No. 4, pp. 693‐706. Hair, J.F. Jr, Anderson, R.E., Tatham, R.C. and Black, W.C. (1998), Multivariate Data Analysis, Prentice Hall, Upper Saddle River, NJ. Hall, B.H. and Ziedonis, R. (2001), “The patent paradox revisited: an empirical study of patenting in the US semiconductor industry, 1979‐1995”, Rand Journal of Economics, Vol. 32, pp. 101‐28. He, Z.L. and Wong, P.K. (2004), “Exploration vs exploitation: an empirical test of the ambidexterity hypothesis”, Organization Science, Vol. 15 No. 4, pp. 481‐94. Helfat, C. (1994), “Evolutionary trajectories in petroleum firm R&D”, Management Science, Vol. 40, pp. 1720‐47. Henderson, R.M. and Clark, K.B. (1990), “Architectural innovation: the reconfiguration of existing product technologies and the failure of established firms”, Administrative Science Quarterly, Vol. 35 No. 1, pp. 9‐22. Henderson, R. and Cockburn, I. (1994), “Measuring competence? Exploring firm effects in pharmaceutical research”, Strategic Management Journal, Vol. 15, pp. 63‐84. Hitt, M.A., Hoskisson, R.E., Johnson, R.A. and Moesel, D.D. (1996), “The market for corporate control and firm innovation”, Academy of Management Journal, Vol. 39 No. 5, pp. 1084‐119. Hoskisson, R.E., Johnson, R.A. and Moesel, D.D. (1994), “Corporate divestiture intensity in restructuring firms: effects of governance, strategy, and performance”, Academy of Management Journal, Vol. 37 No. 5, pp. 1207‐51. Jalonen, H. and Lönnqvist, A. (2009), “Predictive business – fresh initiative or old wine in a new bottle”, Management Decision, Vol. 47 No. 10, pp. 1595‐609. Jensen, M.C. (1986), “Agency costs of free cash flow, corporate finance, and takeover”, American Economic Review, Vol. 76, pp. 323‐39. Jiang, X. and Li, Y. (2008), “The relationship between organizational learning and firms' financial performance in strategic alliances: a contingency approach”, Journal of World Business, Vol. 43, pp. 365‐79. Katila, R. (2002), “New product search over time: past ideas in their prime?”, Academy of Management Journal, Vol. 45, pp. 995‐1010. Katila, R. and Ahuja, G. (2002), “Something old, something new: a longitudinal study of search behavior and new product introduction”, Academy Management Journal, Vol. 45, pp. 1183‐94. Kim, B. (1997), “An empirical study on the learning‐updating strategy to allocate managerial resources for operations improvement”, Management Decision, Vol. 35 No. 6, pp. 436‐46. Kohtamäki, M., Kautonen, T. and Kraus, S. (2010), “Strategic planning and small business performance: an examination of the mediating role of exploration and exploitation behaviours”, International Journal of Entrepreneurship and Innovation, Vol. 11 No. 3, pp. 221‐9. Kortum, S. and Lerner, J. (1999), “What is behind the recent surge in patenting?”, Research Policy, Vol. 28, pp. 1‐22. Lavie, D. and Rosenkopf, L. (2006), “Balancing exploration and exploitation in alliance formation”, Academy of Management Journal, Vol. 49 No. 4, pp. 797‐818. Levinthal, D.A. and March, J.G. (1993), “The myopia of learning”, Strategic Management Journal, Vol. 14, pp. 95‐112. Li, C.R. and Lin, C.J. (2008), “The nature of marker orientation and the ambidexterity of innovations”, Management Decision, Vol. 46 No. 7, pp. 1002‐26. Lin, B.W., Lee, Y. and Hung, S.C. (2006), “R&D intensity and commercialization orientation effects on financial performance”, Journal of Business Research, Vol. 59, pp. 679‐85. Lööf, H. and Heshmati, A. (2002), “Knowledge capital and performance heterogeneity: a firm‐level innovation study”, International Journal of Production Economics, Vol. 76 No. 1, pp. 61‐85. Lubatkin, M., Simsek, Z., Ling, Y. and Veiga, J. (2006), “Ambidexterity and performance in small‐ to medium‐sized firms: the pivotal role of TMT behavioral integration”, Journal of Management, Vol. 32 No. 5, pp. 1‐27. Luzon, M.D.M. and Pasola, J.V. (2011), “Ambidexterity and total quality management: towards a research agenda”, Management Decision, Vol. 49 No. 6, pp. 927‐47. McGrath, R.G. (2001), “Exploratory learning, innovative capacity, and managerial oversight”, Academy of Management Journal, Vol. 44 No. 1, pp. 118‐31. March, J. (1991), “Exploration and exploitation in organizational learning”, Organization Science, Vol. 2, pp. 71‐87. Martin, X. and Mitchell, W. (1998), “The influence of local search and performance heuristics on new design introduction in a new product market”, Research Policy, Vol. 26, pp. 753‐71. Miner, A., Bassoff, P. and Moorman, C. (2001), “Organizational improvisation and learning: a field study”, Administrative Science Quarterly, Vol. 46, pp. 304‐37. Minocha, S. and Stonehouse, G. (2006), “The “learning trap”: a Bollywood frame for strategic learning”, Management Decision, Vol. 44 No. 10, pp. 1344‐62. Moorthy, S. and Polley, D.E. (2010), “Technological knowledge breadth and depth: performance impacts”, Journal of Knowledge Management, Vol. 14 No. 3, pp. 359‐77. Nelson, R.R. and Winter, S.G. (1982), An Evolutionary Theory of Economic Change, Belknap Press, Cambridge, MA. Park, B., Whitelock, J. and Giroud, A. (2009), “Acquisition of marketing knowledge in small and medium‐sized IJVs”, Management Decision, Vol. 47 No. 8, pp. 1340‐56. Penrose, E.T. (1959), The Theory of the Growth of the Firm, Basil Blackwell, Oxford. Peteraf, M.A. (1993), “The cornerstones of competitive advantage: a resource‐based view”, Strategic Management Journal, Vol. 14, pp. 179‐91. Powell, W.W., Koput, K. and Smith‐Doerr, L. (1996), “Interorganizational collaboration and the locus of innovation: networks of learning in biotechnology”, Administrative Science Quarterly, Vol. 41 No. 1, pp. 116‐45. Prahalad, C.K. and Hamel, G. (1990), “The core competence of the corporation”, Harvard Business Review, Vol. 68 No. 3, pp. 79‐91. Prieto, I.M., Revilla, E. and Rodríguez‐Prado, B. (2009), “Managing the knowledge paradox in product development”, Journal of Knowledge Management, Vol. 13 No. 3, pp. 157‐70. Raisch, S. and Birkinshaw, J. (2008), “Organizational ambidexterity: antecedents, outcomes, and moderators”, Journal of Management, Vol. 34, pp. 375‐409. Rhee, J., Park, T. and Lee, D.H. (2010), “Drivers of innovativeness and performance for innovative SMEs in South Korea: mediation of learning orientation”, Technovation, Vol. 30 No. 1, pp. 65‐75. Rosenkopf, L. and Almeida, P. (2003), “Overcoming local search through alliances and mobility”, Management Science, Vol. 49 No. 6, pp. 751‐66. Rosenkopf, L. and Nerkar, A. (2001), “Beyond local search: boundary‐spanning, exploration, and impact in the optical disc industry”, Strategic Management Journal, Vol. 22, pp. 287‐306. Rowley, T., Behrens, D. and Krackhardt, D. (2000), “Redundant governance structures: an analysis of structural and relational embeddedness in the steel and semiconductor industries”, Strategic Management Journal, Vol. 21, pp. 369‐86. Schilling, M.A., Vidal, P., Ployhart, R.E. and Marangoni, A. (2003), “Learning by doing something: variation, relatedness and the learning curve”, Management Science, Vol. 49 No. 1, pp. 39‐56. Schumpeter, J.A. (1942), Capitalism, Socialism and Democracy, Harper, New York, NY. Shapiro, C. and Varian, H.R. (1998), Information Rules, Harvard Business School Press, Boston, MA. Sher, P.J. and Yang, P.Y. (2005), “The effects of innovative capabilities and R&D clustering on firm performance: the evidence of Taiwan's semiconductor industry”, Technovation, Vol. 25 No. 1, p. 33‐4. Siggelkow, N. and Levinthal, D.A. (2003), “Temporarily divide to conquer: centralized, decentralized, and reintegrated organizational approaches to exploration and adaptation”, Organization Science, Vol. 14 No. 6, pp. 650‐69. Simonin, B.L. (1997), “The importance of collaborative know‐how: an empirical test of the learning organization”, Academy of Management Journal, Vol. 40 No. 5, pp. 1150‐74. Smith, K.G., Collins, C.J. and Clark, K.D. (2005), “Existing knowledge, knowledge creation capability, and the rate of new product introduction in high‐technology firms”, Academy of Management Journal, Vol. 48 No. 2, pp. 346‐57. Sorescu, A.B., Chandy, R.K. and Prabhu, J.C. (2003), “Sources and financial consequences of radical innovation: insights from pharmaceuticals”, Journal of Marketing, Vol. 67, pp. 82‐102. Steensma, K. and Corley, K. (2000), “On the performance of technology‐sourcing partnerships: the interaction between partner interdependence and technology attributes”, Academy of Management Journal, Vol. 43, pp. 1045‐67. Stuart, T.E. and Podolny, J.M. (1996), “Local search and the evolution of technological capabilities”, Strategic Management Journal, Vol. 17, pp. 21‐38. Teece, D.J., Pisano, G. and Shuen, A. (1997), “Dynamic capabilities and strategic management”, Strategic Management Journal, Vol. 18, pp. 509‐33. Tranfield, D., Duberley, J., Smith, S., Musson, G. and Stokes, P. (2000), “Organisational learning – it's just routine”, Management Decision, Vol. 38 No. 4, pp. 253‐60. Tsai, M.T. and Huang, Y.C. (2008), “Exploratory learning and new product performance: the moderating role of cognitive skills and environmental uncertainty”, Journal of High Technology Management Research, Vol. 19 No. 2, pp. 83‐93. Tushman, M.L. and O'Reilly, C. (1996), “Ambidextrous organizations: managing evolutionary and revolutionary change”, California Management Review, Vol. 38, pp. 8‐30. Tzabbar, D. (2009), “When does scientist recruitment affect technological repositioning?”, Academy of Management Journal, Vol. 52 No. 5, pp. 873‐96. Ulku, H. (2004), “R&D, innovation, and economic growth: an empirical analysis”, Working Paper 04/185, International Monetary Fund, Washington, DC. Uotila, J., Maula, M., Keil, T. and Zahra, S.A. (2009), “Exploration, exploitation, and financial performance: analysis of S&P 500 corporations”, Strategic Management Journal, Vol. 30 No. 2, pp. 221‐31. Wadhwa, A. and Kotha, S. (2006), “Knowledge creation through external venturing: evidence from the telecommunications equipment manufacturing industry”, Academy of Management Journal, Vol. 49 No. 4, pp. 1‐17. Wernerfelt, B. and Montgomery, C.A. (1988), “Tobin's Q and the importance of focus in firm performance”, American Economic Review, Vol. 78, pp. 246‐51. Wu, H.L. and Lee, C.Y. (2007), “The effects of board competence on operational innovation: tests of universal, contingency, and configurational models”, International Journal of Technology Management, Vol. 39 Nos 3/4, pp. 330‐45. Wu, H.L., Lin, B.W. and Chen, C.J. (2007), “Contingency view on technological differentiation and firm performance: evidence in an economic downturn”, R&D Management, Vol. 37 No. 1, pp. 75‐88.