Nielsen, Bo Bernhard, and Gudergan, Sigfried (2012) Exploration and exploitation fit and performance in international strategic alliances. International Business Review, 21 (4). pp. 558-574.

PDF (Published Version) - Published Version Restricted to Repository staff only

Abstract

Exploration and exploitation constitute two separate, potentially conflicting strategic choices for firms engaged in international strategic alliances. Our empirical study challenges the ambidexterity argument and demonstrates that exploration and exploitation are separate (though not necessarily antithetical) strategies with different antecedents and performance consequences.

Our results show that while competency similarity is conducive to upstream innovative performance, prior experience with the partner is potentially damaging for this type of performance and trust and cultural distance do not play significant roles. When the motive is efficiency and downstream market performance, prior experience with the partner instead is beneficial, as are high levels of trust and low levels of cultural distance. These findings have key implications for literature on strategic fit and alliance performance.

Item ID:	75404
Item Type:	Article (Research - C1)
ISSN:	1873-6149
Copyright Information:	© 2011 Elsevier Ltd. All rights reserved.
Date Deposited:	20 Jan 2023 06:21
FoR Codes:	35 COMMERCE, MANAGEMENT, TOURISM AND SERVICES > 3507 Strategy, management and organisational behaviour > 350718 Strategy @ 100%
SEO Codes:	15 ECONOMIC FRAMEWORK > 1503 Management and productivity > 150306 Technological and organisational innovation @ 100%
Downloads:	Total: 2
	More Statistics