Organizational Ambidexterity and the Emerging‐to‐Advanced Economy Nexus: Cases from Private Higher Education Operators in the United Kingdom. (25th July 2016)

• Record Type: Journal Article
• Authors: Stokes, Peter; Moore, Neil; Smith, Simon M.; Larson, Mitchell J.; Brindley, Clare
• Is Part Of: Thunderbird international business review. Volume 59:Number 3(2017)
• Page Start: 333
• Page End: 348
• Publication Date: 2016-07-25
• Subjects: Ambidexterity -- Higher Education -- Collaboration -- Emerging Markets -- Advanced Markets; Commerce -- Periodicals; International trade -- Periodicals; 382
• DOI: 10.1002/tie.21843
• Languages: English
• ISSNs: 1096-4762

Abstract

Abstract : The expansion of advanced‐market economy (AME) firms into emerging‐market economies (EME) is well documented. In recent decades, EME companies have moved increasingly into AMEs, especially within the manufacturing sector, as well as other important AME sectors such as higher education (HE). However, the latter have received less attention. This study conducts an in‐depth qualitative analysis of two EME HE organizations operating in the international HE sector in London. The argument applies a theoretical framework of organizational ambidexterity with which to examine the contexts and complexities in collaborations between EME‐HE and AME‐HE firms. These argument surfaces, inter alia: differing dynamics in relation to institutional frameworks and sense making; myopic internationalization; tensions regarding organizational reputation, place, partner, and product legitimization; unfulfilled reverse innovation and "explorative‐pull" phenomena. Overall, the article develops novel conceptual frameworks of practical relevance, which inform EME‐AME firm collaborative operations in AME settings. © 2016 Wiley Periodicals, Inc .