<?xml version="1.0" encoding="ISO-8859-1"?><article xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance">
<front>
<journal-meta>
<journal-id>0123-5923</journal-id>
<journal-title><![CDATA[Estudios Gerenciales]]></journal-title>
<abbrev-journal-title><![CDATA[estud.gerenc.]]></abbrev-journal-title>
<issn>0123-5923</issn>
<publisher>
<publisher-name><![CDATA[Universidad Icesi]]></publisher-name>
</publisher>
</journal-meta>
<article-meta>
<article-id>S0123-59232020000400473</article-id>
<article-id pub-id-type="doi">10.18046/j.estger.2020.157.3906</article-id>
<title-group>
<article-title xml:lang="en"><![CDATA[Organizational ambidexterity in subsidiaries of knowledge-intensive sectors]]></article-title>
<article-title xml:lang="es"><![CDATA[Ambidestreza organizativa en filiales de sectores intensivos en conocimiento]]></article-title>
<article-title xml:lang="pt"><![CDATA[Ambidestria organizacional em subsidiárias de setores intensivos em conhecimento]]></article-title>
</title-group>
<contrib-group>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Zaragoza-Sáez]]></surname>
<given-names><![CDATA[Patrocinio del Carmen]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Claver-Cortés]]></surname>
<given-names><![CDATA[Enrique]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Marco-Lajara]]></surname>
<given-names><![CDATA[Bartolomé]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Úbeda-García]]></surname>
<given-names><![CDATA[Mercedes]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
</contrib-group>
<aff id="Af1">
<institution><![CDATA[,Universidad de Alicante Departamento de Organización de Empresas ]]></institution>
<addr-line><![CDATA[Alicante ]]></addr-line>
<country>Spain</country>
</aff>
<aff id="Af2">
<institution><![CDATA[,Universidad de Alicante Departamento de Organización de Empresas ]]></institution>
<addr-line><![CDATA[Alicante ]]></addr-line>
<country>Spain</country>
</aff>
<aff id="Af3">
<institution><![CDATA[,Universidad de Alicante Departamento de Organización de Empresas ]]></institution>
<addr-line><![CDATA[Alicante ]]></addr-line>
<country>Spain</country>
</aff>
<aff id="Af4">
<institution><![CDATA[,Universidad de Alicante Departamento de Organización de Empresas ]]></institution>
<addr-line><![CDATA[Alicante ]]></addr-line>
<country>Spain</country>
</aff>
<pub-date pub-type="pub">
<day>00</day>
<month>12</month>
<year>2020</year>
</pub-date>
<pub-date pub-type="epub">
<day>00</day>
<month>12</month>
<year>2020</year>
</pub-date>
<volume>36</volume>
<numero>157</numero>
<fpage>473</fpage>
<lpage>483</lpage>
<copyright-statement/>
<copyright-year/>
<self-uri xlink:href="http://www.scielo.org.co/scielo.php?script=sci_arttext&amp;pid=S0123-59232020000400473&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.co/scielo.php?script=sci_abstract&amp;pid=S0123-59232020000400473&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.co/scielo.php?script=sci_pdf&amp;pid=S0123-59232020000400473&amp;lng=en&amp;nrm=iso"></self-uri><abstract abstract-type="short" xml:lang="en"><p><![CDATA[Abstract In the knowledge society, multinationals and, more specifically, their subsidiaries acquire great importance as a source of competitiveness for the multinational as a whole. From this perspective, this article has a double objective: (1) to define ambidextrous subsidiary, and (2) to explore if subsidiaries are ambidextrous. A quantitative methodology is used on a sample of 102 Spanish subsidiaries of foreign multinationals from knowledge-intensive sectors. Findings show that the subsidiaries analyzed are highly explorers of knowledge. However, despite the coherence between the roles played and their international competitive strategies, not all subsidiaries turned out to be ambidextrous. Only those with an integrated player role and transnational strategies can be considered as such. JEL classification: M15; M16; F23.]]></p></abstract>
<abstract abstract-type="short" xml:lang="es"><p><![CDATA[Resumen En la sociedad del conocimiento, las multinacionales y, más específicamente, sus filiales adquieren gran protagonismo como fuen te de competitividad para el conjunto de la multinacional. Bajo esta perspectiva, este artículo tiene un doble objetivo: (1) ofrecer una definición de filial ambidiestra y (2) explorar si las filiales son ambidiestras. Para ello se emplea una metodología cuantitativa sobre una muestra de 102 filiales españolas de multinacionales extranjeras de sectores intensivos en conocimiento. Los resulta dos muestran que las filiales analizadas son altamente exploradoras de conocimiento. Sin embargo, a pesar de la coherencia que existe entre los roles desempeñados y sus estrategias competitivas internacionales, no todas las filiales resultaron ser ambidiestras. Solo aquellas con roles de jugador integrado y estrategias &#8220;transnacionales&#8221; pueden considerarse como tales.]]></p></abstract>
<abstract abstract-type="short" xml:lang="pt"><p><![CDATA[Resumo Na sociedade do conhecimento, as multinacionais e, mais especificamente, suas subsidiárias adquirem grande destaque como fonte de competitividade para a multinacional como um todo. Nessa perspectiva, este artigo tem um duplo objetivo: oferecer uma definição de subsidiária ambidestra; e explorar se as subsidiarias são ambidestras. Para tanto, foi utilizada uma metodologia quantitativa em uma amostra de 102 subsidiárias espanholas de multinacionais estrangeiras de setores intensivos em conhecimento. Os resultados mostram que as subsidiárias analisadas são altamente exploradoras de conhecimento. No entanto, apesar da consistência que existe entre os papéis desempenhados e suas estratégias competitivas internacionais, nem todas as subsidiárias se revelaram ambidestras. Apenas aquelas com papéis de jogador integrado e estratégias "transnacionais"podem considerar-se como tais.]]></p></abstract>
<kwd-group>
<kwd lng="en"><![CDATA[ambidexterity]]></kwd>
<kwd lng="en"><![CDATA[knowledge exploration]]></kwd>
<kwd lng="en"><![CDATA[knowledge exploitation]]></kwd>
<kwd lng="en"><![CDATA[subsidiaries]]></kwd>
<kwd lng="en"><![CDATA[knowledge-intensive sectors]]></kwd>
<kwd lng="es"><![CDATA[ambidestreza]]></kwd>
<kwd lng="es"><![CDATA[exploración de conocimiento]]></kwd>
<kwd lng="es"><![CDATA[explotación de conocimiento]]></kwd>
<kwd lng="es"><![CDATA[filiales]]></kwd>
<kwd lng="es"><![CDATA[sectores intensivos en conocimiento]]></kwd>
<kwd lng="pt"><![CDATA[ambidestria]]></kwd>
<kwd lng="pt"><![CDATA[analise do conhecimento]]></kwd>
<kwd lng="pt"><![CDATA[exploração do conhecimento]]></kwd>
<kwd lng="pt"><![CDATA[subsidiárias]]></kwd>
<kwd lng="pt"><![CDATA[setores intensivos em conhecimento]]></kwd>
</kwd-group>
</article-meta>
</front><back>
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