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dc.contributor.authorHughes, Paul
dc.contributor.authorHughes, Mathew
dc.contributor.authorStokes, Peter
dc.contributor.authorLee, Hanna
dc.contributor.authorRodgers, Peter
dc.contributor.authorDegbey, William
dc.date.accessioned2020-01-28T09:20:21Z
dc.date.available2020-01-28T09:20:21Z
dc.date.issued2020-01-25
dc.identifier.citationHughes. P., Hughes. M., Stokes, P., Lee, H., Rodgers, P. and Degbey, W. (2020) Micro-foundations of Organizational Ambidexterity in the Context of Cross-Border Mergers and Acquisitions. Technology Forecasting & Social Change,en
dc.identifier.urihttps://dora.dmu.ac.uk/handle/2086/19068
dc.descriptionThe file attached to this record is the author's final peer reviewed version. The Publisher's final version can be found by following the DOI link.en
dc.description.abstractMicro-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 behavioural 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.en
dc.publisherElsevieren
dc.subjectMicro-foundationsen
dc.subjectOrganizational ambidexterityen
dc.subjectCorporate entrepreneurshipen
dc.subjectMergers and acquisitionsen
dc.subjectCapabilitiesen
dc.subjectKnowledge sharingen
dc.titleMicro-foundations of Organizational Ambidexterity in the Context of Cross-Border Mergers and Acquisitionsen
dc.typeArticleen
dc.identifier.doihttps://doi.org/10.1016/j.techfore.2020.119932
dc.peerreviewedYesen
dc.funderNo external funderen
dc.cclicenceCC-BY-NC-NDen
dc.date.acceptance2020-01-25


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