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Micro-foundations of Organizational Ambidexterity in the Context of Cross-Border Mergers and Acquisitions

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journal contribution
posted on 25.02.2020, 10:15 by Paul Hughes, Matthew Hughes, Peter Stokes, Hannah Lee, Peter Rodgers, William Y. Degbey
Micro-foundational approaches can enable firms to develop organizational ambidexterity, which is critical to long-term prosperity. However, to date, few studies have examined how mergers and acquisitions (M&A)—processes reliant on knowledge transfer—provide a useful organizational context through which to understand the achievement of organizational ambidexterity. Considering organizational ambidexterity from the viewpoint of exploitative and explorative innovation, we examine how behavioral contexts (corporate entrepreneurship) and structure (integration) regulate knowledge transfer activities at the micro-foundational and firm levels within a cross-border M&A context. Analysis of 143 cross-border M&As completed by United Kingdom (UK) acquiring firms revealed that: (1) knowledge sharing between the acquirer and the acquired leads to organizational ambidexterity; (2) increased use of the acquired target's capabilities has a negative effect on organizational ambidexterity; (3) overall, capability sharing is positively related to organizational ambidexterity; (4) corporate entrepreneurship has both negative and positive moderating effects (on use of the acquired target's capabilities and capability sharing, respectively), while integration positively moderates the effects of knowledge sharing on organizational ambidexterity.

History

Citation

Technological Forecasting and Social Change, Volume 153, April 2020, 119932

Author affiliation

School of Business

Version

AM (Accepted Manuscript)

Published in

Technological Forecasting and Social Change

Volume

153

Pagination

119932

Publisher

Elsevier

issn

0040-1625

Acceptance date

25/01/2020

Copyright date

2020

Publisher version

https://www.sciencedirect.com/science/article/pii/S0040162519314210

Language

en