Originated by an individual capacity, organizational ambidexterity represents how
organizations do two different things equally well (ie, efficiency and flexibility, adaptability …

The process of identifying and evaluating a target firm, completing a deal after its negotiation
and announcement, and then integrating a target firm after legal combination is a multi-year …

Scholars have emphasized an organization's ability to simultaneously pursue exploratory
and exploitative activities-referred to as organizational ambidexterity-as critical to ensuring a …

Organisations nowadays try to be ambidextrous, that is, to balance exploitation and
exploration, at the level of the organisational unit, or even at the individual level. Recent …

Research has demonstrated that turnover rates among employees and executives in the
acquired firm are much higher during an M&A event. Recent empirical and review articles on …

Ambidexterity is a growing field of management research. However, the role of human
resources (HR) and organizational factors needs further exploration because of the …

Although the management of mergers and acquisitions (M&As) and of projects are
connected in practice, they remain disjoined in academia. In this paper, we conceptually …

We examine how gender diversity on boards of directors affects investment in research and
development (R&D), thereby providing the platform for future ambidexterity of the …

This paper utilizes insights from the knowledge-based view and ambidexterity literature to
examine the effects of knowledge integration (KI) on innovation via contextual ambidexterity …

Successful post‐acquisition integration hinges on combining hard and soft integration, but
insights into how this can be done are scarce. We develop a dynamic model of post …