search query: @author Tiwana, A. / total: 6
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| Author: | Tiwana, A. |
| Title: | Do bridging ties complement strong ties? An empirical examination of alliance ambidexterity |
| Journal: | Strategic Management Journal
2008 : MAR, VOL. 29:3, p. 251-272 |
| Index terms: | strategy alliances innovation management knowledge management innovation companies USA |
| Freeterms: | parnerships |
| Language: | eng |
| Abstract: | This study investigates the underexplored tensions and complementarities btw. bridging ties (here as: b-ties) and strong ties (here as: s-ties) in innovation (as: in-tn.) seeking alliances (as: alls.). B-ties span structural holes (as: str-hls.) to provide in-tn. potential, lacking integration capacity, though. S-ties provide integration capacity but lack in-tn. potential. Theoretically developed is the idea that s-ties complement b-ties in enhancing alls. ambidexterity at the project level. While b-ties provide access to diverse, str-hls. spanning perspectives, s-ties help integrate them to realize an in-tn. Based on tests using data on more than 40 in-tn.-seeking project alls. involving a major American services conglomerate with its alls. partners, the majority of the proposed ideas are supported. |
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