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Leveraging internal and external experience: exploration, exploitation, and R&D project performance

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References

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1991Competition for competence and interpartner learning within international strategic alliances4,317 cited

Cited by

2013Ambidexterity under scrutiny: Exploration and exploitation via internal organization, alliances, and acquisitions469 cited
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2015Organizing for knowledge generation: internal knowledge networks and the contingent effect of external knowledge sourcing317 cited
2018Searching for innovation: Product, process, and business model innovations and search behavior in established firms242 cited
2011All experience is not created equal: learning, adapting, and focusing in product portfolio management239 cited
2013Exploration or exploitation? Small firms' alliance strategies with large firms231 cited
2013Vertical integration, innovation, and alliance portfolio size: Implications for firm performance228 cited
2013Building knowledge: developing a knowledge‐based dynamic capabilities typology220 cited
2016R&D Partnerships and Innovation Performance: Can There Be too Much of a Good Thing?220 cited
2017Social capital, exploitative and exploratory innovations: The mediating roles of ego-network dynamics211 cited
2018Exploitative and exploratory innovations in emerging economies: The role of realized absorptive capacity and learning intent207 cited
2015Marketing capability, organizational adaptation and new product development performance199 cited
2015A two‐sided matching approach for partner selection and assessing complementarities in partners' attributes in inter‐firm alliances198 cited
2013Ambidextrous Governance in Supply Chains: The Impact on Innovation and Cost Performance183 cited
2011Competence exploration and exploitation in new product development179 cited