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dc.contributor.authorStokes, Peter
dc.contributor.authorMoore, Neil
dc.contributor.authorSmith, Simon M.
dc.contributor.authorLarson, Mitchell J.
dc.contributor.authorBrindley, Clare
dc.date.accessioned2017-02-17T14:23:53Z
dc.date.available2017-02-17T14:23:53Z
dc.date.issued2016-07-25
dc.identifier.citationStokes, P. et al (2016) 'Organizational Ambidexterity and the Emerging-to-Advanced Economy Nexus: Cases from Private Higher Education Operators in the United Kingdom', Thunderbird International Business Review, 59 (3), pp. 333-348. DOI 10.1002/tie.21843en
dc.identifier.issn10964762
dc.identifier.doi10.1002/tie.21843
dc.identifier.urihttp://hdl.handle.net/10545/621413
dc.description.abstractThe 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.
dc.description.sponsorshipN/Aen
dc.language.isoenen
dc.relation.urlhttp://doi.wiley.com/10.1002/tie.21843en
dc.rightsArchived with thanks to Thunderbird International Business Reviewen
dc.subjectPrivate educationen
dc.subjectEmerging economiesen
dc.titleOrganizational ambidexterity and the emerging-to-advanced economy nexus: Cases from private higher education operators in the United Kingdomen
dc.typeArticleen
dc.identifier.journalThunderbird International Business Reviewen
dc.contributor.institutionDe Montfort University
dc.contributor.institutionUniversity of Chester
dc.contributor.institutionUniversity of Winchester
dc.contributor.institutionUniversity of Central Lancashire
dc.contributor.institutionNottingham Trent University
dcterms.dateAccepted2016-06-08
html.description.abstractThe 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.


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