| Ambidexterity and survival in corporate venture units SA Hill, J Birkinshaw Journal of management 40 (7), 1899-1931, 2014 | 549 | 2014 |
| Strategy–organization configurations in corporate venture units: Impact on performance and survival SA Hill, J Birkinshaw Journal of Business Venturing 23 (4), 423-444, 2008 | 332 | 2008 |
| Transferability of the venture capital model to the corporate context: Implications for the performance of corporate venture units SA Hill, MVJ Maula, JM Birkinshaw, GC Murray Strategic Entrepreneurship Journal 3 (1), 3-27, 2009 | 158 | 2009 |
| Idea sets: Conceptualizing and measuring a new unit of analysis in entrepreneurship research SA Hill, JM Birkinshaw Organizational research methods 13 (1), 85-113, 2010 | 142 | 2010 |
| Corporate Venturing Units:: Vehicles for Strategic Success in the New Europe J Birkinshaw, SA Hill Organizational Dynamics 34 (3), 247-257, 2005 | 135 | 2005 |
| Ambidexterity in corporate venturing: Simultaneously using existing and building new capabilities. SA Hill, J Birkinshaw Academy of Management Proceedings 2006 (1), C1-C6, 2006 | 69 | 2006 |
| Corporate venturing performance: An investigation into the applicability of venture capital models. J Birkinshaw, SA Hill Academy of Management Proceedings 2003 (1), B1-B6, 2003 | 64 | 2003 |
| Complements or substitutes? A microfoundations perspective on the interplay between drivers of ambidexterity in SMEs A Zimmermann, SA Hill, J Birkinshaw, M Jaeckel Long Range Planning 53 (6), 101927, 2020 | 55 | 2020 |
| The uncertainty and ambiguity of leadership in the 21st century KA April, S Hill South African Journal of Business Management 31 (2), 45-52, 2000 | 43 | 2000 |
| Internal corporate venturing: a review of (almost) five decades of literature SA Hill, S Georgoulas Handbook of research on corporate entrepreneurship, 13-63, 2016 | 40 | 2016 |
| Antecedents of new business idea generation in large, established firms J Birkinshaw, SA Hill Advanced Institute of Management Research Paper, 2007 | 13 | 2007 |
| Exploration in large, established firms: idea generation and corporate venturing S Hill University of London: London Business School, 2008 | 5 | 2008 |
| Complements or Substitutes? Investigating the Interplay Amongst Drivers of Ambidexterity A Zimmermann, SA Hill, JM Birkinshaw, M Jaeckel Academy of Management Proceedings 2017 (1), 17518, 2017 | 3 | 2017 |
| Corporate Entrepreneurship: Nothing Ventured, Nothing Gained? SA Hill, J Birkinshaw, G Murray Babson College, 2004 | 3 | 2004 |
| A typology of corporate venture units: Exploration, exploitation and locus of opportunity J Birkinshaw, S Hill Working Paper, London Business School, 2005 | 2 | 2005 |
| Corporate Entrepreneurship: Nothing Ventured, Nothing Gained? J Birkinshaw, SA Hill, GC Murray Advanced Institute of Management Research Paper, 2004 | 2 | 2004 |
| Organizational Ambidexterity SA Hill Oxford University Press, 2023 | 1 | 2023 |
| Complements or Substitutes? Investigating the Interplay amongst Drivers of Ambidexterity in SMEs A Zimmermann, S Hill, J Birkinshaw, M Jäckel | 1 | 2018 |
| Combining versus transforming knowledge? A comparison of the volume and novelty of new ideas SA Hill Academy of Management Proceedings 2014 (1), 13733, 2014 | 1 | 2014 |
| TRANSFERABILITY OF THE VENTURE CAPITAL MODEL TO THE CORPORATE VENTURE UNIT CONTEXT. SA Hill, MVJ MAULA, JM BIRKINSHAW, GC MURRAY Academy of Management Proceedings 2008 (1), 1-6, 2008 | 1 | 2008 |
Julian BirkinshawLondon Business SchoolBestätigte E-Mail-Adresse bei london.edu
