Kin, Vichara <br/><br/>
Ambidexterity in an interorganizational context 

 -  2018.<br/>							 
<br/><br/> 44 
<br/><br/> The complexity of managing companies exposes managers to paradox, especially when seeking a balance between exploration and exploitation in innovation. The issue has been studied by way of the concept of ambidexterity, leaving a gap in the literature: the practices implemented by managers in interorganizational relations. Based on case studies of alliances, we identify three managerial roles: Handyman/handywoman, focusing on exploration; Manager, favoring exploitation; and Acrobat, maintaining a permanent balance between exploration and exploitation.