2015 - Reprints: Strategy, Innovation and Entrepreneurship

Expand all

Ambidexterity under scrutiny: Exploration and exploitation via internal organization, alliances, and acquisitions, Strategic Management Journal, 35(13), 1903-1929, 2014;  DOI: 10.1002/smj.2195
U. Stettner and D. Lavie
(Reprint No. 303) 
Research no.: 07320100

>>

Prior research on ambidexterity has limited its concern to balancing exploration and exploitation via particular modes of operation. Acknowledging the interplay of tendencies to explore versus exploit via the internal organization, alliance, and acquisition modes, we claim that balancing these tendencies within each mode undermines firm performance because of conflicting routines, negative transfer, and limited specialization. Nevertheless, by exploring in one mode and exploiting in another, i.e., balancing across modes, a firm can avoid some of these impediments. Thus, we advance ambidexterity research by asserting that balance across modes enhances performance more than balance within modes. Our analysis of 190 U.S.-based software firms further reveals that exploring via externally oriented modes such as acquisitions or alliances, while exploiting via internal organization, enhances these firms’ performance. 

Economic and environmental assessment of remanufacturing strategies for product + service firms, Production and Operations Management, 23(5), 744-761, May 2014
A. Ovchinnikov, V. Blass and G. Raz
(Reprint No. 308) 
Research no.: 04110100

>>

This article provides a data-driven assessment of economic and environmental aspects of remanufacturing for product + service firms. A critical component of such an assessment is the issue of demand cannibalization. We therefore present an analytical model and a behavioral study which together incorporate demand cannibalization from multiple customer segments across the firm’s product line. We then perform a series of numerical simulations with realistic problem parameters obtained from both the literature and discussions with industry executives. Our findings show that remanufacturing frequently aligns firms’ economic and environmental goals by increasing profits and decreasing the total environmental impact. We show that in some cases, an introduction of a remanufactured product leads to no changes in the new products’ prices (positioning within the product line), implying a positive demand cannibalization and a decrease in the environmental impact; this provides support for a heuristic approach commonly used in practice. Yet in other cases, the firm can increase profits by decreasing the new product’s prices and increasing sales—a negative effective cannibalization. With negative cannibalization the firm’s total environmental impact often increases due to the growth in new production. However, we illustrate that this growth is nearly always sustainable, as the relative environmental impacts per unit and per dollar rarely increase.

Tel Aviv University makes every effort to respect copyright. If you own copyright to the content contained
here and / or the use of such content is in your opinion infringing, Contact us as soon as possible >>