The impact of exploitation, exploration and organisational ambidexterity on performance in multinational subsidiaries: The moderating role of the MNE’s country of origin’s national culture

Additional Metadata
Keywords	Ambidexterity, Culture, Subsidiary, Exploitation, Exploration, Performance, Multinationals (MNEs)
Thesis Advisor	Olie, R.L., Eskenazi, P.I.
Persistent URL	hdl.handle.net/2105/20897
Series	International Management CEMS
Organisation	Rotterdam School of Management
Citation APA Style AAA Style APA Style Cell Style Chicago Style Harvard Style IEEE Style MLA Style Nature Style Vancouver Style American-Institute-of-Physics Style Council-of-Science-Editors Style BibTex Format Endnote Format RIS Format CSL Format DOIs only Format	Rezvani, A.R. (2013, March 22). The impact of exploitation, exploration and organisational ambidexterity on performance in multinational subsidiaries: The moderating role of the MNE’s country of origin’s national culture. International Management CEMS. Retrieved from http://hdl.handle.net/2105/20897

The impact of exploitation, exploration and organisational ambidexterity on performance in multinational subsidiaries