Research suggests that organizational ambidexterity, an organization's capacity to pursue both exploratory and exploitative activities, is critical to firm innovation and performance. Extant research primarily emphasizes several firm-level informal integration mechanisms, such as creating a common vision and relying on social integration, for integrating structurally ambidextrous units. Research has largely ignored, however, the formal mechanisms by which organizations have integrated such units. In this inductive study, using archival and interview data from organizations in Silicon Valley, we address this gap by identifying the formal integration archetypes that enable core business units to collaborate with new venture units to incubate new businesses. The four integration archetypes that enable collaboration vary along two key dimensions: who initiates new ventures and when collaboration is solicited. We identify formal administrative and resource mechanisms that enable such collaboration. We combine the disparate literatures of temporal and spatial separation of ambidextrous structures, and demonstrate how these must be combined at the business unit and new venture levels of analysis to achieve integration. The practical contribution of this study lies in identifying suitable contexts in which each of these archetypes can be utilized by practitioners for reintegrating new venture projects developed in separate structures. Literature reviewThe theoretical tension between integration and separation dominates the literature on organizational ambidexterity (Tushman and Smith, 2002; O'Reilly Rongxin Roger Chen and Rangapriya Priya Kannan-Narasimhan 268 R&D Management 45, 3, 2015

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Research Summary: This multicompany qualitative field study combines strategy process and strategy-as-practice perspectives to show how innovators successfully gain adoption for their autonomous innovations by reframing the meaning and potential of the associated internal resources to create fit with their organization's strategy. Mapping the five steps involved in the resource reframing process onto the different parts of the Bower-Burgelman process model of strategic change shows that innovators can shape the strategic context for their autonomous innovations before external market validation is available. These findings confirm the unique potential and importance of different forms of discourse in shaping the strategic innovation process. Managerial Summary: How do innovators from lower levels of an organization gain approval for their innovations especially when their ideas do not readily fit their organization's strategy? To explore this question, we conducted 138 interviews with innovators and their decision makers in 14 firms based in Silicon Valley. We find that successful innovators shape a story supporting their innovation by rethinking their firm's current and potential resources. They then use this story to convince decision makers that their innovation creates unique competitive advantage. Contrary to conventional wisdom, decision makers approved such innovations even without external validation, solely based on the innovators' success in depicting their reorganization of the firm's resources. K E Y W O R D Sautonomous innovations, convincing decision makers, framing resources, resourcing, strategy as practice

How do innovators in large organizations acquire resources for their early-stage, untested, unproven innovations? Multiple established projects compete for scarce resources in large organizations. Innovators pursuing early-stage, untested innovations face considerable constraints in accessing scarce resources. Literature enumerates various sanctioned and unsanctioned methods by which innovators acquire resources, such as borrowing, begging, scavenging, amplifying, bootlegging, and finagling – defined as obtaining resources through deceitful or underhanded methods. However, few theories explain how innovators act unconventionally, elude constraints to acquire resources, and yet gain acceptance for their innovations. To address this question, this study uses field data from nine organizations based primarily in Silicon Valley. Successful innovators employ organizational ingenuity or creative solutions to gain resources in the face of constraints. They employ two types of ingenuity: material ingenuity, creatively re-imagining the use of resources; and process ingenuity, using creative processes to gain resources. In the early stages, innovators focus on managing their innovation’s legitimacy and use managerial attention as a key lever. They maximize managerial attention when employing material ingenuity and minimize managerial attention when utilizing process ingenuity. Theories highlighting the relationship between legitimacy and resource acquisition suggest that individuals gain resources when they establish legitimacy. Conversely, study results indicate that the process of gaining resources can lend legitimacy to early-stage innovations.

The Journal of Human Resource Costing and Accounting has achieved critical mass and recognition as a primary place for publishing both scientific and practical applications of Human Resource Accounting (HRA). This paper reviews the state of the art of the development of HRA as it has appeared in the JHRCA since its inception. The paper assesses contributions and categorizes them according to studies which (1) underscore the importance of reporting human resource assets on the financial statements, (2) present empirical evidence, case and field studies on the various methods of reporting human resource assets and implementing HRA in various organisations, (3) analyse methods for measuring human resources, (4) demonstrate the use of HRA in human resource management decision‐making, (5) identify bottlenecks to the growth of HRA, (6) identify controversies in the field, and (7) discuss recent developments such as the balanced scorecard. The paper draws conclusions on the state of the HRA and suggests recommendations for future research and development.