Abstract
This paper examines the mechanisms through which corporations can achieve ambidexterity based on entrepreneurial ecosystems. The emergence of entrepreneurial ecosystems provides an alternative approach for large corporations to capture and co-create value across institutional boundaries. This paper explores this perspective by connecting the interorganizational ambidexterity literature with the emerging concept of entrepreneurial ecosystems through a case study. Specifically, we examine a space dedicated to collaboration with external actors initiated by a large industrial corporation in collaboration with 22 other selected organizations and start-ups stemming from the Parisian entrepreneurial ecosystem. Our results reveal the necessary configuration (spatio-material and sociocultural attributes) for supporting explorative activities and the balanced management (democratic governance combined with leadership) of a nested entrepreneurial ecosystem for ensuring ambidexterity for large corporations. Our findings shed new light on the ambidexterity and entrepreneurial ecosystem research streams and provide guidance for managers and future research.
Published Version
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