The Effect of Organizational Ambidexterity on Strategic Entrepreneurship

Cao, Q., Gedajlovic, E., and Zhang, H. (2009) Unpacking organizational ambidexterity: Dimensions, contingencies, and synergistic effects. Organization Science20(4): 781–796.

Chang, Y., & Hughes, M. (2012). Drivers of innovation ambidexterity in small-to medium-sized firms. European Management Journal, 30(1), 1-17.

Chang, Y., Hughes, M., & Hotho, S. (2011),"Internal and external antecedents of SMEs' innovation ambidexterity outcomes", Management Decision, Vol. 49 Iss 10 pp. 1658 – 1676.

Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences and mediating role of organizational ambidexterity. Academy of Mang. J., 47: 209-226.

Gupta, A. K., Smith, K. G., & Shalley, C. E. 2006. The interplay between exploration and exploitation. Academy of Management Journal, 4: 693-706

He, Z. L., & Wong, P. K. (2004). Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Org. science,15(4), 481-494.

Hitt, M. A., Ireland, R. D., Sirmon, D. G., & Trahms, C. A. (2011). Strategic entrepreneurship: creating value for individuals, organizations, and society. The Academy of Management Perspectives, 25(2), 57-75.

Hitt, M.A., Ireland, R.D., Camp, S.M., & Sexton, D.L. (2001). Strategic entrepreneurship: Entrepreneurial strategies for wealth creation. Strategic Management Journal, 22(6-7), 479-491.

Im, G., & Rai, A. (2008). Knowledge sharing ambidexterity in long-term interorganizational relationships. Management Science, 54(7), 1281-1296.

Ireland, R., Webb, J. (2007). Strategic entrepreneurship: Creating competitive advantage through streams of innovation. Business Horizons, 50(1), 49-59.

Ireland, R.D., & Webb, J.W. (2009). Crossing the great divide of strategic entrepreneurship: Transitioning between exploration and exploitation. Business Horizons, 52(5), 469-479.

Ireland, R.D., Hitt, M.A., & Sirmon, D.G. (2003). A model of strategic entrepreneurship: The construct and its dimensions. J. Management, 29(6), 963-989.

Kang S., and Snell S.A. (2009). Intellectual capital architectures and ambidextrous learning: A framework for human resource management. Journal of Management Studies46(1): 65–92.

Ketchen Jr, D.J., Ireland, R.D., & Snow, C.C. (2007). Strategic entrepreneurship, collaborative innovation, and wealth creation. Strg. Ent. Journal, 1(3-4), 371-385.

Kitapçi, H.,& Çelı̇k, V. (2014). The Relationship between Ambidexterity, Organizational Learning Capacity and Firm Quality Performance, Procedia-Social and Behavioral Sciences 109, 827–836.

Klein, P. G., Mahoney, J. T., McGahan, A. M., & Pitelis, C. N. (2013). Capabilities and strategic entrepreneurship in public organizations. Strategic Entrepreneurship Journal, 7(1), 70-91.‌

Kline, R. (2010).Principles and practice of structural equation modeling.Guilford Press. New York.

Kraus, S., Kauranen, I., & Reschke, C. (2011). Identification of domains for a new conceptual model of strategic entrepreneurship using the configuration approach. Management Research Review, 34(1), 58-74.

Kyrgidou, L. P., & Petridou, E. (2011). The effect of competence exploration and competence exploitation on strategic entrepreneurship. Technology Analysis & Strategic Management, 23(6), 697-713.

Kyrgidou, L.P., and Hughes, M. (2010). Strategic entrepreneurship: origins, core elements and research directions. European Business Review, 22(1), 43-63.

Lisboa, A., Skarmeas, D.,& Lages, C. (2013),"Export market exploitation and exploration and performance", Int. Marketing Review, Vol. 30(3) pp. 211 – 230.

Lubatkin, M. H., Simsek, Z., Ling, Y., & Veiga, J. F. 2006. Ambidexterity and performance in small- to mediumsized firms: The pivotal role of top management team behavioral integration. Journal of Management, 32(5):646-672.

March, J.G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2:71-87.

Menguc, B., & Auh, S. (2008). The asymmetric moderating role of market orientation on the ambidexterity–firm performance relationship for prospectors and defenders. Industrial Marketing Management, 37(4), 455-470.

O’Reilly, A. & Tushman, L., (2008), Ambidexterity as a Dynamic Capability: Resolving the Innovator’s Dilemma. Res. in Org. Behavior, 28, 185-206.

Raisch, S.,& Birkinshaw, J. (2008) Organizational ambidexterity: Antecedents, outcomes, and moderators.J. of Management34(3): 375–409.

Razavi, S. M., Ahmadpour, M. & Shahriari S.(1393). A New Conceptual Model of Strategic Entrepreneurship, Entrepreneurship Development, 7(1), 37-55. (in Persian).

Schindehutte, M. & Morris, M.H. (2009).Advancing strategic entrepreneurship research: the role of complexity science in shifting the paradigm, Entrepreneurship: Theory &Practice, Vol. 33 No. 1, pp. 241-76.

Stadler, C., Rajwani, T., & Karaba, F. (2014). Solutions to the exploration/exploitation dilemma: networks as a new level of analysis. International Journal of Management Reviews, 16(2), 172-193.‌

Turner, N., and Lee-Kelley,L. (2012). Unpacking the theory on ambidexterity: An illustrative case on the managerial architectures, mechanisms and dynamics, Management Learning 44(2), 179 –196.

Webb, J. W., Ireland, R. D., & Ketchen, D. J. (2014). Toward a greater understanding of entrepreneurship and strategy in the informal economy. Strategic Entrepreneurship Journal, 8(1), 1-15.‌

Webb, J.W., Ketchen, D.J., & Ireland, R.D. (2010). Strategic entrepreneurship within family-controlled firms: Opportunities and challenges. Journal of Family Business Strategy, 1(2), 67-77.

Y-H. Li, and Huang, J.W. (2012). Ambidexterity's mediating impact on product development proficiency and new product performance, Industrial Marketing Management 41: 1125–1132.

Yiu, D. W., Hoskisson, R. E., Bruton, G. D., & Lu, Y. (2014). Dueling institutional logics and the effect on strategic entrepreneurship in Chinese business groups. Strategic Entrepreneurship  Journal, 8(3), 195-213.