Organizational Ambidexterity and the Emerging‐to‐Advanced Economy Nexus: Cases from Private Higher Education Operators in the United Kingdom | Zendy

Stokes Peter | Zendy; Moore Neil | Zendy; Smith Simon M. | Zendy; Larson Mitchell J. | Zendy; Brindley Clare | Zendy

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Organizational Ambidexterity and the Emerging‐to‐Advanced Economy Nexus: Cases from Private Higher Education Operators in the United Kingdom

Author(s) -

Stokes Peter,

Moore Neil,

Smith Simon M.,

Larson Mitchell J.,

Brindley Clare

Publication year - 2016

Publication title -

thunderbird international business review

Language(s) - English

Resource type - Journals

SCImago Journal Rank - 0.553

H-Index - 37

eISSN - 1520-6874

pISSN - 1096-4762

DOI - 10.1002/tie.21843

Subject(s) - ambidexterity , argument (complex analysis) , nexus (standard) , reputation , internationalization , emerging markets , relevance (law) , conceptual framework , private sector , marketing , business , economics , sociology , political science , economic growth , knowledge management , international trade , engineering , social science , biochemistry , chemistry , finance , computer science , law , embedded system

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 .

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