活力
组织学习
意外事故
知识管理
人口
组织结构
分离(微生物学)
多样性(政治)
差异(会计)
心理学
业务
微观经济学
认知心理学
计算机科学
经济
社会学
管理
认识论
哲学
人口学
会计
微生物学
生物
人类学
作者
Christina Fang,Jeho Lee,Melissa A. Schilling
出处
期刊:Organization Science
[Institute for Operations Research and the Management Sciences]
日期:2010-06-01
卷期号:21 (3): 625-642
被引量:481
标识
DOI:10.1287/orsc.1090.0468
摘要
The classic trade-off between exploration and exploitation in organizational learning has attracted vigorous attention by researchers over the last two decades. Despite this attention, however, the question of how firms can better maintain the balance of exploration and exploitation remains unresolved. Drawing on a wide range of research on population and organization structure, we argue that an organization divided into semi-isolated subgroups may help strike this balance. We simulate such an organization, systematically varying the interaction pattern between individuals to explore how the degree of subgroup isolation and intergroup connectivity influences organizational learning. We also test this model with a range of contingency variables highlighted in the management research. We find that moderate levels of cross-group linking lead to the highest equilibrium performance by enabling superior ideas to diffuse across groups without reducing organizational diversity too quickly. This finding is remarkably resilient to a wide range of variance in factors such as problem complexity, environmental dynamism, and personnel turnover.
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