01526nas a2200205   4500008003900000022001400039245009200053210006900145260004200214300001000256490000600266520089500272653003001167653002101197653001501218653001201233100002101245700001801266856003601284       2012                          d  a1927-032100aOrganizational Ambidexterity: How Small Technology Firms Balance Innovation and Support0 aOrganizational Ambidexterity How Small Technology Firms Balance   aOttawabTalent First Networkc02/2012  a17-210 v23 aMany technology entrepreneurs start their companies by focusing on an innovation that creates a market offer to attract their first customers. When the entrepreneur’s firm makes its first sale, the dynamics of the organization change and the entrepreneur faces a new challenge: how can the firm concurrently develop new products and support existing customers? This problem is of great concern to entrepreneurs who own small technology firms and is the subject of this article. 
In this article, we first address the innovate-versus-support dilemma that small technology firms face early in their lifecycles. Next, we describe the paradigm of the ambidextrous organization. We conclude with a discussion of five mechanisms small firms can use to achieve balance in their quest to concurrently satisfy the need to innovate while fulfilling the demands of existing clients and products. 
10aambidextrous organization10aentrepreneurship10ainnovation10asupport1 aSchreuders, John1 aLegesse, Alem  uhttp://timreview.ca/article/52201368nas a2200157   4500008004100000022001400041245004100055210004000096260004200136520092000178100002101098700001601119700002001135700001901155856003601174       2011                        eng d  a1913-610200aNokia's Hybrid Business Model for Qt0 aNokias Hybrid Business Model for Qt  aOttawabTalent First Networkc01/20113 aIn today's challenging economy, startup companies are finding it more and more difficult to gain a foothold and traction in the market. Free/libre open source software (F/LOSS) allows a company to gain exposure to their products. However, few firms offer F/LOSS solutions alone. The vast majority combine proprietary and open source products while receiving revenues from both traditional license fees and open source offerings (Bonaccorsi and Giannangeli, 2006). This dual practice of offering F/LOSS as well as a commercial license is a hybrid business model.

In this article, we focus on the hybrid business model for Nokia's Qt product: how it is implemented, why it was implemented, and the extent to which the model has been effective. The Qt story illustrates how F/LOSS business models were developed during a period when participants were just beginning to understand how to make money with open source.1 aSchreuders, John1 aLow, Arthur1 aEsprit, Kenneth1 aJoachim, Nerva  uhttp://timreview.ca/article/413