Outstreaming for ambidexterity: Evolving a firm\u27s core business from components to systems by serving internal and external customers

This study reveals the process behind the growth and emergence of an entrepreneurial firm\u27s outstreaming business units, and the consequences for the wider corporation. It appears that outstreaming involves four steps: (1) exploration in the form of vertical integration to make an input for internal supply that was previously being purchased from external suppliers; (2) exploitation by selling the input to external customers; (3) exploration by catering to the idiosyncratic needs of external customers; and (4) exploitation of the new resources and capabilities by improving the firm\u27s products and services. Uncovering this process contributes to a growing literature identifying how changes in vertical architecture can enable a firm to explore and exploit within and across domains, and evolve its core business from supplying components to delivering integrated products

Non-competes and spinout creation: A cross-country test of the relationship with individual income

This cross-country study suggests that non-competes are not serving parent firms’ intended purpose of discouraging the spinouts by higher earning employees. Instead, they have an untended consequence of mainly blocking the wrong types of spawn—that is, spinouts by lower earning employees

Individual‐level ambidexterity and entrepreneurial entry

This study examines the organizational drivers of entrepreneurial entry through the lens of individual‐level ambidexterity. We theorize that employees that both explore and exploit new activities within organizations are more likely to become entrepreneurs outside the organization. Multilevel analysis results from a large sample of Global Entrepreneurship Monitor survey data support this hypothesis. This study contributes to the entrepreneurship literature by highlighting the role of individuals\u27 prior ambidexterity experiences in organizations as foundational building blocks of entrepreneurial entry. The study links entrepreneurship and ambidexterity theories with evidence that an individual\u27s ambidexterity and entrepreneurial activities are related

Where do spinouts come from? The role of technology relatedness and institutional context

This paper conceptualizes and empirically examines organizational and institutional antecedents of spinouts (i.e., new businesses created by employees). We deploy multi-level logistic regression modeling methods on a sub-sample of the Global Entrepreneurship Monitor\u27s 2011 survey covering 29 countries. The results reveal that employees who have experience with activities unrelated to the core technology of their organizations are more likely to spin out entrepreneurial ventures, whereas those with experiences related to the core technology are less likely to do so. In support of recent theory, we find that the strength of intellectual property rights and the availability of venture capital have negative and positive effects, respectively, on the likelihood that employees become entrepreneurs. These institutional factors also moderate the effect of technology relatedness such that spinouts by employees with experiences related to core technology are curbed more severely by stronger intellectual property rights protection regimes and lacking of venture capital