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Organizational ambidexterity and corporate entrepreneurship : the differential effects on venturing, innovation and renewal processes

Burgers, Henri & Jansen, Justin (2008) Organizational ambidexterity and corporate entrepreneurship : the differential effects on venturing, innovation and renewal processes. In 2008 Frontiers of Entrepreneurship Research, Babson College Entrepreneurship Research Conference, 5–7 June 2008, University of North Carolina, Chapel Hill, North Carolina.

Abstract

Most corporate entrepreneurship studies have focused on either innovation, venturing or strategic renewal making comparison between the antecedents of all three aspects of corporate entrepreneurship difficult. Moreover, studies on corporate entrepreneurship hardly address organizational antecedents, while simultaneously managing and organizing CE and mainstream activities has been seen as a major challenge for incumbent firms. Our findings show that organizational ambidexterity has strong and differential effects on venturing, innovation and renewal. We find, for example, that innovation is affected by horizontal integration, while strategic renewal is significantly influenced by integration on top management team level.

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ID Code: 26477
Item Type: Conference Paper
Keywords: Entrepreneurship, Venturing, Innovation, Corporate Entrepreneurship
Subjects: Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Entrepreneurship (150304)
Divisions: Current > Research Centres > Australian Centre for Business Research
Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Management
Copyright Owner: Copyright 2008 Henri Burgers and Justin Jansen
Deposited On: 27 Jul 2009 07:46
Last Modified: 11 Aug 2011 00:55

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