Organizational Ambidexterity and the Emerging-to-Advanced Economy Nexus: Cases from Private Higher Education Operators in the UK,

The expansion of advanced-market economy ( AME ) fi rms into emerging-market economies ( EME ) is well documented. In recent decades, EME companies have moved increasingly into AMEs , especially within the manufacturing sector, as well as other important AME sectors such as higher education ( HE ). However, the latter have received less attention. This study conducts an in-depth qualitative analysis of two EME HE organizations operating in the international HE sector in London. The argument applies a theoretical framework of organizational ambidexterity with which to examine the contexts and complexities in collaborations between EME-HE and AME-HE fi rms. These argument surfaces, inter alia: differing dynamics in relation to institutional frameworks and sense making; myopic internationalization; tensions regarding organizational reputation, place, partner, and product legitimization; unfulfilled reverse innovation and “explorative-pull” phenomena. Overall, the article develops novel conceptual frameworks of practical relevance, which inform EME-AME fi rm collaborative operations in AME settings