探索性学习与挖掘性学习及其平衡研究
5479 
740
外国经济与管理 2007 年 第 29 卷第 10 期, 页码：54 - 58
摘要
参考文献
摘要
探索性学习和挖掘性学习是系统生存和繁荣的重要手段。本文在梳理大量相关文献的基础上,分析了探索性学习和挖掘性学习的特点、它们与竞争优势的关系及两者平衡的重要性,重点讨论了关于探索性学习和挖掘性学习平衡模式的争论,并进行了评价。
[1]March,J G.Exploration and exploitation in organizational learning[J].Organization Science,1991,2(1):71-87.
[2]Zollo,M,and Winter,S G.Deliberate learning and the evolution of dynamic capabilities[J].Organization Science,2002,13(3):339-351.
[3]Brady,T,and Davies,A.Building project capabilities:From exploratory to exploitative learning[J].Organization Studies,2004,25(9):1 601-1 621.
[4]Lavie,D,and Rosenkopf,L.Balancing exploration and exploitation in alliance formation[J].Academy of Management Journal,2006,49(4):797-818.
[5]Perretti,F,and Negro,G.Filling empty starts:How status and organizational hierarchies affect exploration versus exploitation inteam design[J].Academy of Management Journal,2006,49(4):759-777.
[6]Vanhaverbeke,W,Beerkens,B,and Duysters,G.Explorative and exploitative learning strategies in technology-based alliance net-works[R].Ecis(Eindhoven Centre for Innovation Studies)Working Paper,2003.
[7]Levinthal,D A,and March,J G.The myopia of learning[J].Strategic Management Journal,1993,14:95-112.
[8]Lee,J,Lee,L,and Lee,H.Exploration and exploitation in the presences of network externalities[J].Management Science,2003,49:553-570.
[9]Wadhwa,A,and Kotha,S.Knowledge creationthrough external venturing:Evidence fromthe telecommunications equipment manu-facturingindustry[J].Academy of Management Journal,2006,49(4):819-835.
[10]Hol mquist,M.Experiential learning process of exploitation and exploration within and between organizations:An empirical study ofproduct development[J].Organization Science,2004,15(1):70-81.
[11]Filiou,D.Exploration and exploitationininter-organisationlearning:Motives for cooperation being self-destructive for some and ve-hicles for others,some evidence fromthe biotechnology sector in the UKbetween 1991 and 2001[R].Paper presented at the DRUIDTenth Anniversary Summer Conference 2005,Copenhagen,Demark,June 27-29,2005.
[12]He,Z L,and Wong,P K.Exploration and exploitation:An empirical test of the ambidexterity hypothesis[J].Organization Sci-ence,2004,15(4):481-494.
[13]McGrath,R G.Exploratory learning,innovative capacity,and managerial oversight[J].Academy of Management Journal,2001,44(1):116-131.
[14]Benner,MJ,and Tushman,ML.Process management and technological innovation:Alongitudinal study of the photography andpaint industries[J].Administrative Science Quarterly,2003,47:676-706.
[15]Gupta,A K,Smith,K G,and Shalley,C E.The interplay between exploration and exploitation[J].Academy of ManagementJournal,2006,49(4):693-706.
[16]Crossan,M M,Lane,H W,and White,R E.An organizational learningframework:Fromintuition toinstitution[J].Academy ofManagement Review,1999,24(3):532-537.
[17]Oshri,I,Pan,S L,and Newell,S.Trade-offs between knowledge exploitation and exploration activities[J].Knowledge Manage-ment Research and Practice,2005,3:10-23.
[18]Cohen,W M,and Levinthal,D A.Absorptive capacity:Anew perspective on learning andinnovation[J].Administrative ScienceQuarterly,1990,35:128-152.
[19]Rothaermel,F T,and Deeds,D L.Exploration and exploitation alliance in biotechnology:Asystem of new product development[J].Strategic Management Journal,2004,25:201-222.
[20]Tushman,ML,and O’Reilly,C A.Ambidextrous organizations:Managing evolutionary and revolutionary chance[J].CaliforniaManagement Review,1996,38(4):8-30.
[2]Zollo,M,and Winter,S G.Deliberate learning and the evolution of dynamic capabilities[J].Organization Science,2002,13(3):339-351.
[3]Brady,T,and Davies,A.Building project capabilities:From exploratory to exploitative learning[J].Organization Studies,2004,25(9):1 601-1 621.
[4]Lavie,D,and Rosenkopf,L.Balancing exploration and exploitation in alliance formation[J].Academy of Management Journal,2006,49(4):797-818.
[5]Perretti,F,and Negro,G.Filling empty starts:How status and organizational hierarchies affect exploration versus exploitation inteam design[J].Academy of Management Journal,2006,49(4):759-777.
[6]Vanhaverbeke,W,Beerkens,B,and Duysters,G.Explorative and exploitative learning strategies in technology-based alliance net-works[R].Ecis(Eindhoven Centre for Innovation Studies)Working Paper,2003.
[7]Levinthal,D A,and March,J G.The myopia of learning[J].Strategic Management Journal,1993,14:95-112.
[8]Lee,J,Lee,L,and Lee,H.Exploration and exploitation in the presences of network externalities[J].Management Science,2003,49:553-570.
[9]Wadhwa,A,and Kotha,S.Knowledge creationthrough external venturing:Evidence fromthe telecommunications equipment manu-facturingindustry[J].Academy of Management Journal,2006,49(4):819-835.
[10]Hol mquist,M.Experiential learning process of exploitation and exploration within and between organizations:An empirical study ofproduct development[J].Organization Science,2004,15(1):70-81.
[11]Filiou,D.Exploration and exploitationininter-organisationlearning:Motives for cooperation being self-destructive for some and ve-hicles for others,some evidence fromthe biotechnology sector in the UKbetween 1991 and 2001[R].Paper presented at the DRUIDTenth Anniversary Summer Conference 2005,Copenhagen,Demark,June 27-29,2005.
[12]He,Z L,and Wong,P K.Exploration and exploitation:An empirical test of the ambidexterity hypothesis[J].Organization Sci-ence,2004,15(4):481-494.
[13]McGrath,R G.Exploratory learning,innovative capacity,and managerial oversight[J].Academy of Management Journal,2001,44(1):116-131.
[14]Benner,MJ,and Tushman,ML.Process management and technological innovation:Alongitudinal study of the photography andpaint industries[J].Administrative Science Quarterly,2003,47:676-706.
[15]Gupta,A K,Smith,K G,and Shalley,C E.The interplay between exploration and exploitation[J].Academy of ManagementJournal,2006,49(4):693-706.
[16]Crossan,M M,Lane,H W,and White,R E.An organizational learningframework:Fromintuition toinstitution[J].Academy ofManagement Review,1999,24(3):532-537.
[17]Oshri,I,Pan,S L,and Newell,S.Trade-offs between knowledge exploitation and exploration activities[J].Knowledge Manage-ment Research and Practice,2005,3:10-23.
[18]Cohen,W M,and Levinthal,D A.Absorptive capacity:Anew perspective on learning andinnovation[J].Administrative ScienceQuarterly,1990,35:128-152.
[19]Rothaermel,F T,and Deeds,D L.Exploration and exploitation alliance in biotechnology:Asystem of new product development[J].Strategic Management Journal,2004,25:201-222.
[20]Tushman,ML,and O’Reilly,C A.Ambidextrous organizations:Managing evolutionary and revolutionary chance[J].CaliforniaManagement Review,1996,38(4):8-30.
引用本文
朱朝晖, 陈劲. 探索性学习与挖掘性学习及其平衡研究[J]. 外国经济与管理, 2007, 29(10): 54–58.
导出参考文献，格式为：
上一篇：组织适应性驱动因素探析
下一篇：试论行业竞争对银行脆弱性的影响
