Please use this identifier to cite or link to this item: http://bura.brunel.ac.uk/handle/2438/28993
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dc.contributor.authorChaturvedi, T-
dc.contributor.authorPrescott, JE-
dc.contributor.authorHsu, T-
dc.date.accessioned2024-05-13T17:34:01Z-
dc.date.available2024-05-13T17:34:01Z-
dc.date.issued2024-05-13-
dc.identifierORCiD: Tuhin Chaturvedi https://orcid.org/0000-0003-1809-1935-
dc.identifier.citationChaturvedi, T., Prescott, J.E. and Hsu, T. (2024) 'Surviving Industry Convergence: Ambidexterity via Internal Development, Alliances and Acquisitions', British Journal of Management, 0 (ahead, of print), pp. 1 - 18. doi: 10.1111/1467-8551.12832.en_US
dc.identifier.issn1045-3172-
dc.identifier.urihttps://bura.brunel.ac.uk/handle/2438/28993-
dc.descriptionSupporting Information is available online at: https://onlinelibrary.wiley.com/doi/10.1111/1467-8551.12832#support-information-section .en_US
dc.description.abstractIndustry convergence (IC), the blurring of boundaries between previously separate industries, is a pervasive phenomenon. The emergence of new products, resources and competitors as a result of IC poses a threat to firm survival. Importantly, IC differs from other contexts of technological change that bear their origin in an emerging technology that may substitute or make obsolete an existing technology. Yet, little is known about how firms may survive IC. We theorize that the degrees to which firms explore or exploit using their growth modes (i.e. internal development, alliances and acquisitions) by emphasizing an ambidextrous posture may affect their likelihood of survival. We hypothesize that a high degree of exploration in internal development and alliances and a high degree of exploitation in acquisitions positively affect the likelihood of firm survival. Our hypotheses received strong support in a sample of 231 firms from a period of IC between the telecommunication equipment and data networking industries between 1989 and 2003. Our study opens a new research frontier on IC by proposing a novel theoretical approach based on examining the ambidexterity within and across growth modes to better understand firm outcomes during IC. It also contributes to research on growth modes.en_US
dc.format.extent1 - 18-
dc.format.mediumPrint-Electronic-
dc.language.isoen_USen_US
dc.publisherWiley on behalf of British Academy of Managementen_US
dc.relation.urihttps://creativecommons.org/licenses/by/4.0/-
dc.rightsCopyright © 2024 The Authors. British Journal of Management published by John Wiley & Sons Ltd on behalf of British Academy of Management. This is an open access article under the terms of the Creative Commons Attribution License (https://creativecommons.org/licenses/by/4.0/), which permits use, distribution and reproduction in any medium, provided the original work is properly cited.-
dc.subjectindustry convergenceen_US
dc.subjectalliancesen_US
dc.subjectacquisitionsen_US
dc.subjectexploration and exploitationen_US
dc.subjectfirm survivalen_US
dc.subjectambidexterityen_US
dc.titleSurviving Industry Convergence: Ambidexterity via Internal Development, Alliances and Acquisitionsen_US
dc.typeArticleen_US
dc.date.dateAccepted2024-04-20-
dc.identifier.doihttps://doi.org/10.1111/1467-8551.12832-
dc.relation.isPartOfBritish Journal of Management-
pubs.publication-statusPublished online-
pubs.volume0-
dc.identifier.eissn1467-8551-
dc.rights.licensehttps://creativecommons.org/licenses/by/4.0/legalcode.en-
dc.rights.holderThe Authors-
Appears in Collections:Brunel Business School Research Papers

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