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To authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1467-6486.2010.00919.x Byline: Alexander S. Alexiev (1), Justin J. P. Jansen (1), Frans A. J. Van den Bosch (1), Henk W. Volberda (1) Abstract: abstract Research on strategic decision making has considered advice-seeking behaviour as an important top management team attribute that influences organizational outcomes. Yet, our understanding about how top management teams utilize advice to modify current strategies and pursue exploratory innovation is still unclear. To uncover the importance of advice seeking, we delineate between external and internal advice seeking and investigate their impact on exploratory innovation. We also argue that top management team heterogeneity moderates the impact of advice seeking on exploratory innovation. Findings indicated that both external and internal advice seeking are important determinants of a firm's exploratory innovation. In addition, we observed that top management team heterogeneity facilitates firms to act upon internal advice by combining different perspectives and developing new products and services. Interestingly, heterogeneous top management teams appeared to be less effective to leverage external advice and pursue exploratory innovation. Author Affiliation: (1)Rotterdam School of Management, Erasmus University Article note: Alexander S. Alexiev, Rotterdam School of Management, Erasmus University, Burg. Oudlaan 50, PO Box 1738, 3000 DR Rotterdam, The Netherlands (aalexiev@rsm.nl).

To purchase or authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1467-6486.2008.00775.x Byline: Justin J. P. Jansen (1), Gerard George (2), Frans A. J. Van den Bosch (1), Henk W. Volberda (1) Abstract: abstract Organizations capable of pursuing exploration and exploitation simultaneously have been suggested to obtain superior performance. Combining both types of activities and achieving organizational ambidexterity, however, leads to the presence of multiple and often conflicting goals, and poses considerable challenges to senior teams in ambidextrous organizations. This study explores the role of senior team attributes and leadership behaviour in reconciling conflicting interests among senior team members and achieving organizational ambidexterity. Findings indicate that a senior team shared vision and contingency rewards are associated with a firm's ability to combine high levels of exploratory and exploitative innovations. In addition, our study shows that an executive director's transformational leadership increases the effectiveness of senior team attributes in ambidextrous organizations and moderates the effectiveness of senior team social integration and contingency rewards. Hence, our study clarifies how senior executives reconcile conflicting demands and facilitate the balancing of seemingly contradictory forces in ambidextrous organizations. Implications for literatures on senior team attributes, transformational leadership and organizational ambidexterity are discussed. Author Affiliation: (1)Erasmus University Rotterdam; (2)Imperial College London; Article note: Justin J. P. Jansen, RSM Erasmus University, Erasmus University Rotterdam, Burg. Oudlaan 15, Room T7-32, 3062 PA Rotterdam, The Netherlands (jjansen@rsm.nl).

Microinstitutional forces matter for innovation success even though theyEre influence is often ignored in innovation studies. The effect of micro institutional forces at the business unit level to product innovation is presented.

To purchase or authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1467-6486.2007.00697.x Byline: Tom J. M. Mom (1), Frans A. J. Van Den Bosch (1), Henk W. Volberda (1) Abstract: abstract This paper develops and tests hypotheses on the influence of managers' knowledge inflows on managers' exploration and exploitation activities. Based on a survey among managers of a leading electronics firm, the findings indicate, as expected, that top-down knowledge inflows of managers positively relate to the extent to which these managers conduct exploitation activities, while they do not relate to managers' exploration activities. Furthermore, as expected, bottom-up and horizontal knowledge inflows of managers positively relate to these managers' exploration activities, while they do not relate to managers' exploitation activities. We contribute to current literature on exploration and exploitation by focusing on the manager level of analysis, and by adding the importance of knowledge flow configurations to studies which investigate the impact of organizational factors on exploration and exploitation. Author Affiliation: (1)RSM Erasmus University Article note: Tom J. M. Mom, RSM Erasmus University, Department of Strategic Management and Business Environment, Erasmus University Rotterdam, PO Box 1738, 3000 DR Rotterdam, The Netherlands (tmom@rsm.nl).

The usefulness of formalization, as a tool for making sense of the problems of understanding in interorganizational cooperation, is described.

The viable reasons for companies, on international relocation of corporate headquarters, are examined.

A conceptual framework to explain the determinants of corporate center location is proposed. The analysis predicts the less stickiness of corporate centers of European Union-based corporations due to European Union integration process triggered by the expected EU legislation regarding removal of legal barriers against corporate mobility.

Abstract This paper proposes that rival firms not only search for new capabilities within their organization, but also for those that rest in their competitive environment. An integrated analysis of [...]