haku: @indexterm management / yhteensä: 7787
viite: 517 / 7787
| Tekijä: | Tiwana, A. |
| Otsikko: | Do bridging ties complement strong ties? An empirical examination of alliance ambidexterity |
| Lehti: | Strategic Management Journal
2008 : MAR, VOL. 29:3, p. 251-272 |
| Asiasana: | strategy alliances innovation management knowledge management innovation companies USA |
| Vapaa asiasana: | parnerships |
| Kieli: | eng |
| Tiivistelmä: | 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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