The role of external knowledge sources and organizational design in the process of opportunity exploitation

Foss, Nicolai J.; Lyngsie, Jacob; Zahra, Shaker A.

doi:10.1002/smj.2135

Cited by 372 publications

(333 citation statements)

References 106 publications

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“…Similarly, Bahrami (1996) suggests that a common characteristic of flexible and organizationally adaptable firms is their emphasis on close interactions with markets and customers. More recent empirical studies confirm that co-creation with customers bring about new organizational practices and managerial initiatives that, in turn, give rise to a firm's ability to identify and assimilate (Foss et al, 2011) and also to commercialize (Foss et al, 2013) external knowledge.…”

Section: Managerial Initiatives As the Link Between Customer Co-creatmentioning

confidence: 98%

Customer Co-Creation and Exploration of Emerging Technologies: The Mediating Role of Managerial Attention and Initiatives

Khanagha

Volberda²,

Oshri³

2017

Long Range Planning

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Prior research has emphasized the importance of organizational focus on exploratory behavior in response to the emergence of a revolutionary core technology and the associated uncertainties. The question of why some organizations are more successful than others at realizing and reacting to such a need has not yet been fully addressed. In particular, empirical evidence on the effects of customer orientation on the effectiveness of organizational responses to major technological changes is somewhat mixed. We develop and test a theoretical argument in which we emphasize an indirect link between customer involvement in innovation processes and exploratory behavior in emerging technology fields. In so doing, first we illustrate the part played by two managerial factors -attention to the technology and the introduction of non-routine organizational adaptations -in enabling exploratory activities such as experimentation and search for unfamiliar knowledge in a new technology field. Second, we discuss how customer co-creation contributes to both of these managerial factors and, consequently, indirectly stimulates exploratory behavior in these conditions. We provide empirical support for our related theoretical framework by means of six case studies and a survey among 131 companies that were adopting a similar emerging technology; i.e., Cloud computing.

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Section: Managerial Initiatives As the Link Between Customer Co-creatmentioning

confidence: 98%

Customer Co-Creation and Exploration of Emerging Technologies: The Mediating Role of Managerial Attention and Initiatives

Khanagha

Volberda²,

Oshri³

2017

Long Range Planning

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“…Fortunately, recent research highlights the important role of context in explaining entrepreneurial actions and their outcomes (Bjørnskov and Foss, 2013;Foss, Lyngsie and Zahra, 2013;Sarasvathy and Venkataraman, 2011;Ucbasaran, Westhead and Wright, 2001;Cabral et al, 2013). These actions cross multiple levels and are shaped by different sets of contextual variables.…”

Section: Introductionmentioning

confidence: 99%

Contextualization and the advancement of entrepreneurship research

Zahra¹,

Wright

Abdelgawad

2014

International Small Business Journal: Researching Entrepreneurs

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526

469

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We are indebted to Shaker Zahra, Mike Wright and Sondos Abdelgawad for their contribution to our 'Future Directions' occasional series of research papers. The focus on context is timely and apposite; in essence all social phenomena are undertaken in specific contexts which intersect to generate, enable or constrain particular forms of behaviour. Yet so often in contemporary research, the critical and dynamic influence of context is taken for granted and remains invisible and unacknowledged. Within this paper, the authors evaluate the role of context in advancing research into entrepreneurial propensities, activities and outcomes. As such, it offers an invaluable reminder of the importance of this construct but importantly, using the insights generated from the many iterations and influences of context suggests coherent future research pathways to advance current theoretical and empirical analyses of entrepreneurship. We are confident this article will be an invaluable contribution to informing future research endeavours. Contextualization and the Advancement of Entrepreneurship Research 1 AbstractWithin this article, we analyze the role of context in the advancement of entrepreneurship research. We define contextualization and discuss why and how it is important in entrepreneurship research; the evidence relating to different dimensions of entrepreneurial context, focusing on temporal, industry, spatial, social, and organizational, ownership and governance is reviewed. The nature of entrepreneurship research with and without contextualization is explored and finally, we consider the challenges in undertaking contextualized entrepreneurship research.

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“…The multiplicity of routines and the divergent knowledgesharing decision rules and practices in communities with heterogeneous languages and norms (Matusik and Fitza, 2012) generate difficulties in coordinating, strategizing, and sharing experiences of the commonalities and differences between distant geographic locations and distinct partner types (Laursen and Salter, 2006;Foss et al, 2013;Gulati and Singh, 1998).…”

Section: Geographic Diversity Of Cvc Portfoliosmentioning

confidence: 99%

Corporate venture capital (CVC) investments and technological performance: Geographic diversity and the interplay with technology alliances

Belderbos

Jacob

Lokshin

2018

Journal of Business Venturing

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Firms are increasingly operating portfolios of geographically dispersed CVC investments for accessing a variety of location-specific knowledge, often alongside traditional external knowledge-sourcing strategies such as technology alliances. We examine the conditions under which geographic diversity in corporate venture capital (CVC) investments has positive consequences for firms' technological performance in the context of simultaneously pursued technology alliance strategies. We find that geographic diversity in CVC portfolios enhances performance as long as firms avoid knowledge redundancy in knowledge-sourcing arising from geographic overlaps with technology alliances, and the managerial complexity, coordination costs, and resource constraints stemming from the simultaneous pursuit of diversity in both technology alliances and CVC investments. Our inferences draw on a panel data set on the patents, CVC investments, and technology alliances of 55 CVC-active firms in a variety of industries.3

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The role of external knowledge sources and organizational design in the process of opportunity exploitation

Cited by 372 publications

References 106 publications

Customer Co-Creation and Exploration of Emerging Technologies: The Mediating Role of Managerial Attention and Initiatives

Customer Co-Creation and Exploration of Emerging Technologies: The Mediating Role of Managerial Attention and Initiatives

Contextualization and the advancement of entrepreneurship research

Corporate venture capital (CVC) investments and technological performance: Geographic diversity and the interplay with technology alliances

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