Date of this Version
Academy of Management Journal
Do firms balance exploration and exploitation in their alliance formation decisions and, if so, why and how? We argue that absorptive capacity and organizational inertia impose conflicting pressures for exploration and exploitation with respect to the value chain function of alliances, the attributes of partners, and partners' network positions. Although path dependencies reinforce either exploration or exploitation within each of these domains, we find that firms balance their tendencies to explore and exploit over time and across domains.
The original, published version is available at: http://dx.doi.org/10.5465/AMJ.2006.22083085
Organizational structure, decision making, strategic alliances, research, absorptive capacity
Lavie, D., & Rosenkopf, L. (2006). Balancing Exploration and Exploitation in Alliance Formation. Academy of Management Journal, 49 (4), 797-818. http://dx.doi.org/10.5465/AMJ.2006.22083085
Date Posted: 19 February 2018
This document has been peer reviewed.
At the time of publication, author Dovev Lavie was affiliated with University of Texas. Currently, he is a faculty member at the Wharton School at the University of Pennsylvania.