Ambidexterity in new ventures: The impact of new product development alliances and transactive memory systems |
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| Institution: | 1. Management Department, College of Business, Southern Illinois University Carbondale, Mail Code 4627, 1025 Lincoln Drive, Carbondale, IL 62901, United States;2. Department of Management Science & Information Systems, College of Management, University of Massachusetts Boston, United States;3. Department of Health Management and Policy, College of Public Health, University of Iowa, United States;1. Department of Mechanics, Mathematics, and Management, Politecnico di Bari, Italy;2. Department of Business and Management, LUISS Guido Carli, Italy;1. INGETEC-ASTIN, Centro Nacional de Asistencia Técnica a la Industria ASTIN, Servicio Nacional de Aprendizaje SENA, Calle 52 #2bis-15 Salomia, Cali, Colombia;2. Marketing Department, School of Economics and Business, University of Murcia, Campus de Espinardo, 30100 Murcia, Spain;3. Department of Management and Organizations, School of Administration, Universidad del Valle (Cali, Colombia), Calle 4B No 36-00, Cali, Colombia;1. Robert C. and Rosa P. Morrow Faculty Excellence Fellow, University of Alabama, Department of Management, Box 870225, Tuscaloosa, AL 35487, United States;2. Department of Marketing, Clemson University, 255 Sirrine Hall, Clemson, SC 29634-1325, United States;3. Ralph and Lucy Schey Professor of Sales, Ohio University, Department of Marketing, 201c Copeland Hall, Athens, OH 45701, United States |
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| Abstract: | Unlike established firms, new ventures often lack the resources and structure necessary to simultaneously pursue exploration and exploitation activities in the process of developing and introducing new products into markets. Thus, it remains unclear whether and how ambidexterity (i.e., simultaneous pursuit of exploration and exploitation activities) can develop in new ventures. This study posits that product development alliances and the transactive memory systems of entrepreneurial teams contribute to new venture ambidexterity. Moreover, we propose that the two mechanisms reinforce one another. Data collected from 148 new Chinese ventures support these hypotheses. |
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