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dc.contributor.authorDeflorin, Patricia-
dc.contributor.authorScherrer, Maike-
dc.contributor.authorDietl, Helmut-
dc.description.abstractIn this paper we develop a theoretical framework to identify under which circumstances the lead factory concept is more successful than the more traditional structure of spatial separation in combining exploration and exploitation. Two main structures of the geographically distributed R&D and production network are dominant: spatial separation and parallel structures as encountered in lead factories. Our conceptual research and theoretical analysis result in four major propositions: (1) The lead factory concept increases the acceptance of innovations due to the principle of parallel structures. (2) As the balance of exploration and exploitation increases within the lead factory, the competitive advantage enlarges. (3) The lower the exploration activity within the factories, the larger is the competitive advantage. (4) The competitive advantage of the lead factory concept increases as the knowledge loss avoided by the lead factory decreases.de_CH
dc.rightsLicence according to publishing contractde_CH
dc.subject.ddc658: Allgemeines Managementde_CH
dc.titleThe effect of geographically distributed R & D and production networks on exploration and exploitationde_CH
dc.typeKonferenz: Paperde_CH
zhaw.departementSchool of Management and Lawde_CH
zhaw.conference.detailsPOMS 20th Annual Conference, Orlando, USA, 1-4 May 2009de_CH
zhaw.publication.reviewPeer review (Abstract)de_CH
Appears in Collections:Publikationen School of Management and Law

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