Management Papers

Document Type

Journal Article

Date of this Version

8-1-2006

Publication Source

Academy of Management Journal

Volume

49

Issue

4

Start Page

797

Last Page

818

DOI

10.5465/AMJ.2006.22083085

Abstract

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.

Copyright/Permission Statement

The original, published version is available at: http://dx.doi.org/10.5465/AMJ.2006.22083085

Comments

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.

Keywords

Organizational structure, decision making, strategic alliances, research, absorptive capacity

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Date Posted: 19 February 2018

This document has been peer reviewed.