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Exploratory learning and exploitative learning in different organizational structures

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  • Zhongfeng Su
  • Jingyu Li
  • Zhiping Yang
  • Yuan Li

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  • Zhongfeng Su & Jingyu Li & Zhiping Yang & Yuan Li, 2011. "Exploratory learning and exploitative learning in different organizational structures," Asia Pacific Journal of Management, Springer, vol. 28(4), pages 697-714, December.
    • Handle: RePEc:kap:asiapa:v:28:y:2011:i:4:p:697-714
    DOI: 10.1007/s10490-009-9177-9
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    References listed on IDEAS

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    1. Justin J. P. Jansen & Frans A. J. Van Den Bosch & Henk W. Volberda, 2006. "Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators," Management Science, INFORMS, vol. 52(11), pages 1661-1674, November.
    2. Zhiang (John) Lin & Mike W. Peng & Haibin Yang & Sunny Li Sun, 2009. "How do networks and learning drive M&As? An institutional comparison between China and the United States," Strategic Management Journal, Wiley Blackwell, vol. 30(10), pages 1113-1132, October.
    3. Paul E. Bierly III & Paula S. Daly, 2007. "Alternative Knowledge Strategies, Competitive Environment, and Organizational Performance in Small Manufacturing Firms," Entrepreneurship Theory and Practice, , vol. 31(4), pages 493-516, July.
    4. Michael Lubatkin & Zeki Simsek & Yan Ling & John F. Veiga, 2006. "Ambidexterity and Performance in Small-to Medium-Sized Firms : The Pivotal Role of Top Management Team Behavioral Integration," Post-Print hal-02311781, HAL.
    5. Armstrong, J. Scott & Overton, Terry S., 1977. "Estimating Nonresponse Bias in Mail Surveys," MPRA Paper 81694, University Library of Munich, Germany.
    6. Xiaohua Lin & Richard Germain, 2003. "Organizational structure, context, customer orientation, and performance: lessons from Chinese state‐owned enterprises," Strategic Management Journal, Wiley Blackwell, vol. 24(11), pages 1131-1151, November.
    7. Qing Cao & Eric Gedajlovic & Hongping Zhang, 2009. "Unpacking Organizational Ambidexterity: Dimensions, Contingencies, and Synergistic Effects," Organization Science, INFORMS, vol. 20(4), pages 781-796, August.
    8. James G. March, 1991. "Exploration and Exploitation in Organizational Learning," Organization Science, INFORMS, vol. 2(1), pages 71-87, February.
    9. Zi-Lin He & Poh-Kam Wong, 2004. "Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis," Organization Science, INFORMS, vol. 15(4), pages 481-494, August.
    10. Daniel A. Levinthal & James G. March, 1993. "The myopia of learning," Strategic Management Journal, Wiley Blackwell, vol. 14(S2), pages 95-112, December.
    11. Zhiang (John) Lin & Haibin Yang & Irem Demirkan, 2007. "The Performance Consequences of Ambidexterity in Strategic Alliance Formations: Empirical Investigation and Computational Theorizing," Management Science, INFORMS, vol. 53(10), pages 1645-1658, October.
    12. Daniel F. Jennings & Samuel L. Seaman, 1994. "High and low levels of organizational adaptation: An empirical analysis of strategy, structure, and performance," Strategic Management Journal, Wiley Blackwell, vol. 15(6), pages 459-475, July.
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    Cited by:

    1. Cheng-Hua Tzeng & Paul Beamish & Shih-Fen Chen, 2011. "Institutions and entrepreneurship development: High-technology indigenous firms in China and Taiwan," Asia Pacific Journal of Management, Springer, vol. 28(3), pages 453-481, September.

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