Artikel
Autonomy, conformity and organizational learning
There is often said to be a tension between the two types of organizational learning activities, exploration and exploitation. The argument goes that the two activities are substitutes, competing for scarce resources when firms need different capabilities and management policies. We present another explanation, attributing the tension to the dynamic interactions among search, knowledge sharing, evaluation and alignment within organizations. Our results show that successful organizations tend to bifurcate into two types: those that always promote individual initiatives and build organizational strengths on individual learning and those good at assimilating the individual knowledge base and exploiting shared knowledge. Straddling the two types often fails. The intuition is that an equal mixture of individual search and assimilation slows down individual learning, while at the same time making it difficult to update organizational knowledge because individuals' knowledge base is not sufficiently homogenized. Straddling is especially inefficient when the operation is sufficiently complex or when the business environment is sufficiently turbulent.
- Sprache
-
Englisch
- Erschienen in
-
Journal: Administrative Sciences ; ISSN: 2076-3387 ; Volume: 3 ; Year: 2013 ; Issue: 3 ; Pages: 32-52 ; Basel: MDPI
exploration
exploitation
complexity
turbulence
NK landscape
ambidexterity
Owan, Hideo
- DOI
-
doi:10.3390/admsci3030032
- Handle
- Letzte Aktualisierung
-
20.09.2024, 08:21 MESZ
Datenpartner
ZBW - Deutsche Zentralbibliothek für Wirtschaftswissenschaften - Leibniz-Informationszentrum Wirtschaft. Bei Fragen zum Objekt wenden Sie sich bitte an den Datenpartner.
Objekttyp
- Artikel
Beteiligte
- Hanaki, Nobuyuki
- Owan, Hideo
- MDPI
Entstanden
- 2013
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