Micro-foundational approaches can enable firms to develop organizational ambidexterity, which is critical to long-term prosperity. However, to date, few studies have examined how mergers and acquisitions (M&A)-processes reliant on knowledge transfer-provide a useful organizational context through which to understand the achievement of organizational ambidexterity. Considering organizational ambidexterity from the viewpoint of exploitative and explorative innovation, we examine how behavioural contexts (corporate entrepreneurship) and structure (integration) regulate knowledge transfer activities at the micro-foundational and firm levels within a cross-border M&A context. Analysis of 143 cross-border M&As completed by United Kingdom (UK) acquiring firms revealed that: (1) knowledge sharing between the acquirer and the acquired leads to organizational ambidexterity; (2) increased use of the acquired target's capabilities has a negative effect on organizational ambidexterity; (3) overall, capability sharing is positively related to organizational ambidexterity; (4) corporate entrepreneurship has both negative and positive moderating effects (on use of the acquired target's capabilities and capability sharing, respectively), while integration positively moderates the effects of knowledge sharing on organizational ambidexterity.

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Access to this document was granted through an Emerald subscription provided by emerald-srm:573577 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The paper aims to examine the consequences of a cross-border acquisition on business network changes in the Russian bakery industry. Design/methodology/approach -This study employs the IMP group's network approach to analyse the empirical single case study with two embedded sub-cases. Findings -The empirical study offers a typology on the forms of network change that may be triggered by mergers and acquisitions (M&As), while the conceptual framework broadens understanding of the change sequence and reciprocal interaction among actors, activities, resources and the external environment, with implications for network change analysis. Research limitations/implications -While the theoretical position developed fits the unique characteristics of the case studied in the industry and country settings, it is necessary to be cautious in generalising the study beyond this context. Practical implications -For managers of merging parties to garner superior performance from the network changes they initiate, it is critical for them to have precise insights into their network. Other connected actors must also adapt to the changes triggered by the merging parties, if they want to maintain their network positions. Originality/value -For academicians, the paper attempts to broaden the understanding of different forms of network change that M&As may evoke. For practitioners, it offers a picture of what internal and external adjustments may be required of them following an M&A.

Resilience, or the capacity to bounce back from adversity strengthened and more resourceful, can be considered an important quality of virtual teams in the contemporary working world. A team is the basic organizational unit many modern firms are composed of-and, the virtual ones are those conducting teamwork over distance using a combination of telecommunications and information technologies to accomplish an organizational task. Yet, we know little about how these teams with members who rarely meet in person can build resilience. We develop further the notion of resilience from the traditional focus on significant adversity to also include mundane yet crucial events that can become key for building resilience in virtual teams. Our study focuses on team dynamics and builds on an experimental research setting using a longitudinal, qualitative and interpretative research design to examine five anatomically similar, wellperforming virtually working teams over their life cycle. Our findings show that team members in two out of the five teams engaged in specific reflection and action mechanisms-self-reflective practices, regulation of emotional expression, and engagement in concrete actions promoting team inclusion-that in turn helped these teams become more robust and prepared to face new adversities. Implications for practice and research are discussed. William Degbey acknowledges the Foundation for Economic Education and Marcus Wallenberg Foundation in Finland for their support of this research.

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