The Role of External Knowledge Sources and Organizational Design in the Process of Opportunity Exploitation

Nicolai Juul Foss, Jacob Lyngsie, Shaker A. Zahra

    Research output: Working paperResearch

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    Abstract

    Research highlights the role of external knowledge sources in the recognition of strategic opportunities, but is less forthcoming with respect to the role of such sources during the process of exploiting or realizing opportunities. We build on the knowledge-based view to propose that realizing opportunities often involves significant interactions with external knowledge sources. Organizational design can facilitate a firm’s interactions with these sources, while achieving coordination among organizational members engaged in opportunity exploitation. Our analysis of a double-respondent survey involving 536 Danish firms shows that the use of external knowledge sources is positively associated with opportunity exploitation, but the strength of this association is significantly influenced by organizational designs that enable the firm to access external knowledge during the process of exploiting opportunities.
    Original languageEnglish
    Place of PublicationFrederiksberg
    PublisherCopenhagen Business School [wp]
    Number of pages42
    ISBN (Print)9788791815881
    Publication statusPublished - 10 Apr 2013
    SeriesSMG Working Paper
    Number6
    Volume2013

    Keywords

    • Strategic Entrepreneurship
    • Innovation
    • External Knowledge
    • Organizational Design
    • Knowledge-based View

    Cite this

    Foss, N. J., Lyngsie, J., & A. Zahra, S. (2013). The Role of External Knowledge Sources and Organizational Design in the Process of Opportunity Exploitation. Copenhagen Business School [wp]. SMG Working Paper, No. 6, Vol.. 2013