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Conference Paper: Pro-profit, pro-growth, or both? strategic ambidexterity and performance in international new ventures (INV)
| Title | Pro-profit, pro-growth, or both? strategic ambidexterity and performance in international new ventures (INV) |
|---|---|
| Authors | |
| Issue Date | 2007 |
| Citation | Academy Of Management 2007 Annual Meeting: Doing Well By Doing Good, Aom 2007, 2007 How to Cite? |
| Abstract | We draw on the ambidextrous organization literature to propose that international new ventures (INVs) that concurrently pursue 'strategic ambidexterity'-paradoxical strategies of pro-profit and pro-growth- can outperform firms that pursue only one of these strategies. We develop the pro-profit and pro-growth dimensions, propose hypotheses, and test them using data from 82 Canadian INVs. This article is one of the first theoretical and empirical attempts to link strategic ambidexterity and INV performance. Our findings suggest that INVs that embrace pro-profit and pro-growth paradoxical strategies achieve superior performance. |
| Persistent Identifier | http://hdl.handle.net/10722/178356 |
| DC Field | Value | Language |
|---|---|---|
| dc.contributor.author | Han, M | en_US |
| dc.contributor.author | Celly, N | en_US |
| dc.date.accessioned | 2012-12-19T09:46:48Z | - |
| dc.date.available | 2012-12-19T09:46:48Z | - |
| dc.date.issued | 2007 | en_US |
| dc.identifier.citation | Academy Of Management 2007 Annual Meeting: Doing Well By Doing Good, Aom 2007, 2007 | en_US |
| dc.identifier.uri | http://hdl.handle.net/10722/178356 | - |
| dc.description.abstract | We draw on the ambidextrous organization literature to propose that international new ventures (INVs) that concurrently pursue 'strategic ambidexterity'-paradoxical strategies of pro-profit and pro-growth- can outperform firms that pursue only one of these strategies. We develop the pro-profit and pro-growth dimensions, propose hypotheses, and test them using data from 82 Canadian INVs. This article is one of the first theoretical and empirical attempts to link strategic ambidexterity and INV performance. Our findings suggest that INVs that embrace pro-profit and pro-growth paradoxical strategies achieve superior performance. | en_US |
| dc.language | eng | en_US |
| dc.relation.ispartof | Academy of Management 2007 Annual Meeting: Doing Well by Doing Good, AOM 2007 | en_US |
| dc.title | Pro-profit, pro-growth, or both? strategic ambidexterity and performance in international new ventures (INV) | en_US |
| dc.type | Conference_Paper | en_US |
| dc.identifier.email | Celly, N: ncelly@hku.hk | en_US |
| dc.identifier.authority | Celly, N=rp01308 | en_US |
| dc.description.nature | link_to_subscribed_fulltext | en_US |
| dc.identifier.scopus | eid_2-s2.0-84858407899 | en_US |
| dc.identifier.scopusauthorid | Han, M=16306910700 | en_US |
| dc.identifier.scopusauthorid | Celly, N=26024981200 | en_US |