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absorptive capacity, knowledge, innovation

Exploratory and Exploitative Innovation, Coordination Mechanisms, Environment, Performance

strategy consulting, knowledge, exploitation and exploration, ambidextrous organization

combinative capabilities, absorptive capacity, organizational antecedents, external knowledge

Absorptive Capacity, Combinative Capabilities, Knowledge, Organizational Learning, Antecedents

exploration/exploitation, innovation, coordination mechanisms, performance, environment

Competence Building and Leveraging, Management Consulting, Strategic Renewal, Exploitation & Exploration, Knowledge Broker

strategy innovation, dynamic capabilities, organizing pinciples, srategic rgulation, mANAGEMENT, knowledge transfer, mindsets, exploration, exploitation

coevolution, longitudinal research, music industry, competitive regime, multilevel research

boards of directors, contribution to strategy, literature review

trust, distrust, formal coordination, formal control, evolution, interorganizational relationship

Absorptive capacity, knowledge management, organizational capabilities, multiple analytical levels, micro-foundations of absorptive capacity.

strategic renewal, competence building vs. competence leveraging, financial services firms

Exploitation, Exploration, Top-down, Bottom-up, Horizontal, Knowledge inflows, Manager-level

competence leveraging and building, internal networks, organizational attributes, reciprocity of knowledge flows, knowledge integration

interorganizational competitive advantage, capabilities and information technology

project management, new business development, exploitation-exploration, knowledge, new product development, strategic alliances, sales force

ambidexterity, dynamic capabilities, structural differentiation, formal and informal integration mechanisms, exploration and exploitation, L22, HD58.9

Formalization, Sensemaking, Understanding, Interorganizational Cooperation

Complex Incremental Product Innovation, Neo-Institutional Theory, Micro Institutional Forces, Financial Services Sector

Competence Building, Competence Leveraging, Exploration & Exploitation, Horizontal Knowledge Flows, Novartis

Advice seeking, exploratory innovation, heterogeneity, top management teams

e-commerce, competence building and leveraging, co-evolution, legitimacy, on-line financial services complex

longevity, business history, port and warehousing business

technology transfer, innovation, production systems, knowledge re-use strategies

competence-based management, corporate venturing, product and factor market dynamism, flexibility

corporate governance, exploitation and exploration, Royal Dutch Shell, strategic renewal, top management team, upper echelons perspective

competence-based management, coevolutionary competence, corporate longevity, strategic renewal, adaptive open systems

Embedded ties, Acquisitions, Embedded tie dynamics

innovation, management innovation, organizational size, transactional leadership, transformational leadership

management innovation, technological innovation, management practices, processes, structure

management innovation, technological process innovation, inter‐organizational context, process manufacturing

consulting, strategy, knowledge

Ambidexterity, Exploration/Exploitation, Organizational and Environmental Antecedents