Knowledge Creation Through External Venturing: Evidence from the Telecommunications Equipment Manufacturing Industry

Wadhwa, Anu; Kotha, Suresh

doi:10.5465/amj.2006.22083132

Cited by 390 publications

(298 citation statements)

References 40 publications

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“…Alternatively, the number of patents filed may give an indication that the company believes a particular technology or innovation represents a commercial opportunity (e.g., Wadhwa and Kotha, 2006). Studying the number of opportunities identified / patents may be particularly useful because individuals who identify more opportunities may have more to choose from and thus are likely to exploit better quality opportunities (Ucbasaran et al, 2008).…”

Section: Resultsmentioning

confidence: 99%

A dynamic human capital perspective on corporate opportunity identification

Hughes¹,

Ucbasaran²,

Lewis³

2016

Handbook of Research on Corporate Entrepreneurship

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Section: Resultsmentioning

confidence: 99%

A dynamic human capital perspective on corporate opportunity identification

Hughes¹,

Ucbasaran²,

Lewis³

2016

Handbook of Research on Corporate Entrepreneurship

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“…Learning from acquisitions will only take place if knowledge, routines, skills, and people flow from the acquired firm to the acquiring company (Capron, 1999). Several scholars have analyzed the importance of absorptive capabilities in acquisitions (Tsai & Wang, 2008;Vermeulen & Barkema, 2001;Wadhwa & Kotha, 2006).…”

Section: Resultsmentioning

confidence: 99%

“…They can nurture ties with ''explorers'' by funding directly start-ups or, indirectly, by funding VC firms (''transiters'') that invest in start-ups. Start-up firms represent an important opportunity for corporate investors to explore new ideas and knowledge (Wadhwa & Kotha, 2006). Large firms also can participate to syndication of start-ups funding organized by venture capital firms (Ferrary, 2010).…”

Section: The Specific Function Of Large Firms In Ambidextrous Clustermentioning

confidence: 99%

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Specialized organizations and ambidextrous clusters in the open innovation paradigm

Ferrary¹

2011

European Management Journal

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Summary By comparing Lucent Technologies and Cisco Systems over twenty years, one illustrates that a firm that outsources exploration through an Acquisition and Development (A&D) strategy of start-ups and exploitation specialization can be more innovative and competitive than an ambidextrous organization. The success of an A&D strategy depends on the embeddedness of the firm in the network of organizations comprised of an open innovation system and supported by an inter-organizational process of innovation. The embeddedness of Cisco Systems in the ambidextrous high-tech cluster of the Silicon Valley, especially its ties to venture capital firms and start-ups, explains the success of its A&D strategy. The spreading of A&D strategy among large firms reinforces the dynamics of the open innovation system and nurtures the clusterÕs ambidexterity by increasing incentives for other organizations and individuals of the network to explore new knowledge and create fresh start-ups. ª

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“…These bureaucrats focus on efficiency and convergent thinking (Wadhwa and Kotha, 2006) to improve mobile work processes incrementally. Focusing only on organizational fit in MCOPs will likely lead to evolutionary changes to work processes.…”

Section: Strategic Implications For Managing Workers In Mobile Communmentioning

confidence: 99%

Mobility at work

Kietzmann

Plangger

Eaton

et al. 2013

The Journal of Strategic Information Systems

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a b s t r a c tInnovations in mobile technology shape how mobile workers share knowledge and collaborate on the go. We introduce mobile communities of practice (MCOPs) as a lens for understanding how these workers self-organize, and present three MCOP case studies. Working from contextual ambidexterity, we develop a typology of bureaucratic, anarchic, idiosyncratic and adhocratic MCOPs. We discuss how variations in the degree of organizational alignment and individual discretion shape the extent to which these types explore and exploit mobile work practices and approach organizational ambidexterity. This article concludes with important strategic implications for managing mobile work and practical considerations for identifying, creating, and supporting MCOPs.

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Knowledge Creation Through External Venturing: Evidence from the Telecommunications Equipment Manufacturing Industry

Cited by 390 publications

References 40 publications

A dynamic human capital perspective on corporate opportunity identification

A dynamic human capital perspective on corporate opportunity identification

Specialized organizations and ambidextrous clusters in the open innovation paradigm

Mobility at work

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