Session 159

Exploration, Exploitation, and Ambidexterity

Track K

Date: Monday, October 8, 2012


Time: 13:30 – 14:45


Room: Club D

Session Chair:

  • Suleika Bort, University of Mannheim

Title: Beyond Market Choice: Performance Implications of Entering Product or Technology Markets


  • Johan Bruneel, KU Leuven
  • Bart Clarysse, ETH Zurich
  • Mike Wright, Imperial College London

Abstract: Extant literature suggests young, technology-based firms cooperate with incumbents in the downstream industry or compete in the industry on their own. The literature does not distinguish between the performance implications of adopting a particular market entry strategy. We find that firms adopting a strategy to compete in the product market achieve lower revenue growth unless they have enough resources to balance their exploitative and explorative activities. Paradoxically, firms operating in the technology market enjoy higher revenue performance as they focus on exploration only. Further, we find that only explorative allainces contribute to perfromance in technology markets. We contribute to the strategic entrepreneurship literature by showing how market entry strategies have an immediate impact on the value creation and capturing process.

Title: Managing Ambidexterity in Start-up Firms: Balancing Mechanisms and Role of Top Management Team


  • Sabyasachi Sinha, Indian Institute of Management Lucknow

Abstract: Start-up firms need to be ambidextrous for survival and growth in long term. We focus here on identifying how ambidexterity is managed in growth phase of start-up firms and how TMT enables the process. To empirically investigate this phenomenon, four cases following an inductive logic based multiple case research method is used. Findings are identified based on coding of data using Atlas.ti6.2, followed by within and cross-case analysis. We find that founder’s ambidexterity, his/her network, and TMT integration affects TMT ambidexterity; which further influences organizational ambidexterity through balancing at multiple levels. TMT characteristics, actions and behaviours influence creation of some of the mechanisms of balancing which lead to linking exploration and exploitation activities. These mechanisms enable organizational ambidexterity through mutually influencing exploration and exploitation activities.

Title: Mechanisms of Managing Ambidexterity in Growth Phase of Start-Up Firms


  • Sabyasachi Sinha, Indian Institute of Management Lucknow
  • Sankaran Manikutty, Indian Institute of Management - Ahmedabad

Abstract: Start-up firms need to balance their exploration and exploitation for survival and growth in long term. We focus on identifying how ambidexterity is managed in growth phase of start-up firms. To empirically investigate this phenomenon, four cases following an inductive logic based multiple case research method is used. Mechanisms used by start-ups to manage ambidexterity is then identified based on within and cross-case analysis of these cases. We find that divergent and convergent decision making, adopting a domain based approach, allowing independent ventures within organization, and having exploration and exploitation champions at different levels leads to linking exploration and exploitation activities. Top management team (TMT) characteristics, TMT capabilities, and TMT actions and behaviours influences creation of these mechanisms as a means of managing organizational ambidexterity.

Title: Performance Consequences of Early Internationalization - Network Embeddedness as a Driver of Commercialization Success in Biotech


  • Marie Oehme, University of Mannheim
  • Suleika Bort, University of Mannheim

Abstract: This paper examines the performance implications of new ventures’ early internationalization. More specifically we investigate how interorganizational relationships and network embeddedness resulting from the formation of national and especially international research and development alliances lay the foundation for international commercialization success in terms of the subsequent formation of international marketing and distribution agreements. In doing so, we focus on the effects of international research and development network embeddedness at different levels of analysis, i.e. the effects of dyadic relationships, alliance portfolio configurations, and global network embeddedness. We test our hypotheses on the complete population of German biotechnology firms from 1996-2008. The findings of our longitudinal event history analysis shed especially new light on the relevance of global network embeddedness as a main enabling driver of international commercialization success.

All Sessions in Track K...

Sun: 08:00 – 09:15
Session 126: Entrepreneurship & Stakeholders - The Future Research Agenda
Sun: 09:30 – 10:45
Session 127: Teaching Strategic Entrepreneurship
Sun: 11:15 – 12:30
Session 128: Poverty, Informal Firms & Strategic Entrepreneurship
Sun: 15:15 – 16:30
Session 157: Financing Entrepreneurial Ventures
Session 161: Entrepreneurial Growth
Mon: 08:00 – 09:15
Session 158: Corporate Venture Capital
Session 175: Austrian Economics & Creative Destruction
Mon: 09:30 – 10:45
Session 178: Institutional Theory & New Ventures
Session 180: Pushing the Bounds of Agency Theory
Mon: 13:30 – 14:45
Session 159: Exploration, Exploitation, and Ambidexterity
Session 169: Spinoffs, Spinouts, and Labor Mobility
Mon: 16:30 – 17:45
Session 162: New Venture Strategy & Innovation
Session 163: Cognitive Perspectives
Tue: 08:00 – 09:15
Session 164: IPOs
Session 170: Emerging Markets
Tue: 11:00 – 12:15
Session 160: Corporate Venturing and Intrapreneurship
Session 179: Social Networks within and across Firms
Tue: 14:15 – 15:30
Session 166: Institutional Aspects of Entrepreneurship
Session 167: Firm Boundaries
Tue: 15:45 – 17:00
Session 174: Social Networks & Entrepreneurship
Session 176: Value Capture & Appropriability
Tue: 17:30 – 18:45
Session 168: Uncertainty, Ambiguity, and Sense-Making
Session 173: New Venture Creation

Strategic Management Society