Exploration And Exploitation Fit And Performance In International Strategic Alliances

Nielsen, BB; Gudergan, S

Exploration And Exploitation Fit And Performance In International Strategic Alliances

Nielsen, BB Gudergan, S

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Publisher:: Elsevier Science Bv
Publication Type:: Journal Article
Citation:: International Business Review, 2012, 21 (4), pp. 558 - 574
Issue Date:: 2012-01

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Field	Value	Language
dc.contributor.author	Nielsen, BB	en_US
dc.contributor.author	Gudergan, S	en_US
dc.date.issued	2012-01	en_US
dc.identifier.citation	International Business Review, 2012, 21 (4), pp. 558 - 574	en_US
dc.identifier.issn	0969-5931	en_US
dc.identifier.uri	http://hdl.handle.net/10453/22665
dc.description.abstract	Exploration and exploitation constitute two separate, potentially conflicting strategic choices for firms engaged in international strategic alliances. Our empirical study challenges the ambidexterity argument and demonstrates that exploration and exploi	en_US
dc.publisher	Elsevier Science Bv	en_US
dc.relation.ispartof	International Business Review	en_US
dc.relation.isbasedon	10.1016/j.ibusrev.2011.07.001	en_US
dc.subject.classification	Business & Management	en_US
dc.title	Exploration And Exploitation Fit And Performance In International Strategic Alliances	en_US
dc.type	Journal Article
utslib.citation.volume	4	en_US
utslib.citation.volume	21	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1505 Marketing	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	closed_access
pubs.consider-herdc	true	en_US
pubs.issue	4	en_US
pubs.volume	21	en_US

Abstract:

Exploration and exploitation constitute two separate, potentially conflicting strategic choices for firms engaged in international strategic alliances. Our empirical study challenges the ambidexterity argument and demonstrates that exploration and exploi

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http://hdl.handle.net/10453/22665