Exploratory learning and exploitative learning in different organizational structures

Su, Zhongfeng; Li, Jingyu; Yang, Zhonghua; Li, Yuan

doi:10.1007/s10490-009-9177-9

Cited by 67 publications

(55 citation statements)

References 43 publications

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“…Transfer of tacit knowledge, in particular, requires extensive interaction (Damanpour, Devece, Chen, & Pothukuchi, 2012;Noorderhaven & Harzing, 2009;Su, Li, Yang, & Li, 2011), the success of which depends on social relationships between the source and the recipient. Social relationships provide expatriates with valuable resom-ces (e.g., trust and cooperation) for solving difficulties and opportunities for tacit knowledge transfer.…”

Section: Mediating Role Of Knowledge Received By Subsidiarymentioning

confidence: 99%

Expatriate Knowledge Transfer, Subsidiary Absorptive Capacity, and Subsidiary Performance

Chang

Gong

Peng

2012

AMJ

427

443

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In this study, we theoretically identify three dimensions of expatriate competenciesability, motivation, and opportunity seeking-for knowledge transfer. Integrating the ability-motivation-opportunity framework and the absorptive capacity perspective, we propose that expatriate competencies in knowledge transfer influence a subsidiary's performance through the knowledge received by the subsidiary, but tbat this indirect eñect is stronger when subsidiary absorptive capacity is greater. We collected multisource, time-lagged data from 162 British subsidiaries of Taiwanese multinational ñrms. The results support our hypotheses. Overall, we contribute to expatriation theory and research by revealing speciñc expatriate competencies as well as identifying boundary conditions for successful expatriate knowledge transfer.

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Section: Mediating Role Of Knowledge Received By Subsidiarymentioning

confidence: 99%

Expatriate Knowledge Transfer, Subsidiary Absorptive Capacity, and Subsidiary Performance

Chang

Gong

Peng

2012

AMJ

427

443

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“…Besides, employee ambidexterity and its influence on organisational ambidexterity have emerged crucial to the long-term success of organisations (Good and Michel, 2013). The ability of employees to simultaneously pursue both explorative and exploitative activities is hindered by the rigid flow of resources, rules, and regulations, which in turn hinders the fulfilment organisational objectives (Su et al 2011). Rather, employees within these organisations should be encouraged to actively innovate with organisational resources, thereby increasing knowledge-flow, performance, benefits in general.…”

Section: Page 4 Of 19 Management Decisionmentioning

confidence: 99%

“…The company is a very creative place to work The leadership in this company encourages learning new things Commitment to creativity holds this company together Emphasis is on producing unique and new products Su et al (2011);Martínez-León and Martínez-García, (2011);Slevin and Covin, (1997); Olson et al, (1995) …”

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confidence: 99%

Stimulating employee ambidexterity and employee engagement in SMEs

Ajayi

Odusanya

Morton

2017

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Purpose The purpose of this paper is to contribute to the emerging theory of ambidexterity by developing measures to assess employee ambidexterity. Specifically, it identifies and tests the importance of the relationship between the organisational context and employee ambidexterity within small and medium enterprises (SMEs). Design/methodology/approach The research used a survey method to investigate SMEs in Nigeria. Two hundred SMEs were selected from across Nigeria to participate in the study and 72 companies responded, representing a 36 per cent response rate. The study sample comprised 398 shop-floor employees from 72 small and medium-sized manufacturing and service organisations. Findings The paper tests a model that sheds insight into the linkages between the organisational context, employee ambidexterity and employee engagement. Specifically, the model portrays significant relationships that exist between organisational context, employee ambidexterity and employee engagement. The results show that understanding the appropriate organisational contexts improves employee ambidexterity. Therefore, SMEs with the appropriate organisational contexts for employee ambidexterity and employee engagement will increase their potential for growth and survival. Originality/value The paper develops a conceptual model of the organisational context that improves employee ambidexterity and employee engagement.

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“…Each dimension contains 3 questions and the Cronbach' α coefficient of the scale appears 0.858. The measurement of exploratory learning and exploitative learning combines the scales developed by Atuahene-Gima and Murray (2007) and Su, Li, Yang, and Li (2011), and 3 questions are adopted. The Cronbach' α coefficients of exploratory learning and exploitative learning are 0.760 and 0.841, respectively.…”

Section: Measurement Of Variablementioning

confidence: 99%

The Relationship between Learning Orientation and Dynamic Capability based on Environmental Education

Huang

Zhao

et al. 2018

EURASIA J MATH SCI T

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In the knowledge-based economy era, new firms need dynamic capability to adapt to the rapidly changing environment with increasing uncertainties in the competitive environment. A lot of researchers concern about the significant effects of knowledge accumulation on capability enhancement, systematic research on the effect of organizational learning on dynamic capability is still short. With questionnaire survey, 223 enterprises established within the past 8 years are selected as the research subjects for exploring the relationship among learning orientation, ambidextrous learning, and dynamic capability as well as testing the moderation effect of environmental uncertainty. The results reveal positive effects of learning orientation on dynamic capability, partial mediation of exploratory learning (exploitative learning) on learning orientation to dynamic capability, and moderated-mediation of environmental uncertainty on the exploratory learning (exploitative learning) to learning orientationdynamic capability. The research proves the function of learning orientation to dynamic capability and provides beneficial inspiration for new firms promoting dynamic capability.

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Exploratory learning and exploitative learning in different organizational structures

Cited by 67 publications

References 43 publications

Expatriate Knowledge Transfer, Subsidiary Absorptive Capacity, and Subsidiary Performance

Expatriate Knowledge Transfer, Subsidiary Absorptive Capacity, and Subsidiary Performance

Stimulating employee ambidexterity and employee engagement in SMEs

The Relationship between Learning Orientation and Dynamic Capability based on Environmental Education

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