Filling Empty Seats: How Status and Organizational Hierarchies Affect Exploration Versus Exploitation in Team Design

By Fabrizio Perretti, Giacomo Negro. 2006

198 citations recorded by the source corpus.

Informal and formal mechanisms affect choices between exploitation and exploration in team design. We argue that the status differentiation of team members and differences in organizational structure limit exploration in the form of introducing newcomers to teams and creating new combinations of team members. High- and low-status team members and one- and three-layer organizational structures were expected to be positively related to exploration, and middle-status team members and two-layer structures were expected to be negatively related to it. We used data on 6,446 motion pictures produced by the Hollywood film industry in the period 1929-58 to test our hypotheses.

Subfields: Organizational Behavior and Human Resource Management, Safety Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3db157a134930441f5c2cf477e41be6c51f790d4

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Citations in the corpus

Which of These Things Are Not Like the Others? Comparing the Rational, Emotional, and Moral Aspects of Reputation, Status, Celebrity, and Stigma (2019, background): “…articles defined status based on the classical works on status, including those by Bourdieu (1986), Linton (1936), Parsons (1953; 1970), Perrow (1961), andWeber (1968) (e.g. Burris, 2004; D’Aveni, 1996; Jensen, 2003; Perretti & Negro, 2006; Sine et al., 2003). judgments in status conferral.”
A Dialectic Perspective on Innovation: Conflicting Demands, Multiple Pathways, and Ambidexterity (2009, background): “Furthermore, newcomers increase heterogeneity of teams and affect innovativeness (Perretti & Negro, 2006).”
Team Receptivity to Newcomers: Five Decades of Evidence and Future Research Themes (2013, background): “Some common design considerations include (a) whether to gather these accounts from archival team composition and performance data (Perretti & Negro, 2006), from surveys of team members’ (Hirst, 2010), or from both (Van der Vegt et al., 2010), (b) whether to collect responses from oldtimers…”
The neuro-scientific foundations of the exploration-exploitation dilemma (2010, unknown): ““the use and development of things already known.” age both exploration and exploitation (Beckman, 2006; Lubatkin, Simsek, Ling, & Veiga, 2006; McKenzie, Woolf, van Winkelen, & Morgan, 2009; Mom, Van Den Bosch, & Volberda, 2009; Perretti & Negro, 2006; Smith & Tushman, 2005).”
Untangling the Effects of Overexploration and Overexploitation on Organizational Performance: The Moderating Role of Environmental Dynamism† (2008, result): “…is consistent with March’s (1991) original idea and some more recent work (e.g., Lavie & Rosenkopf, 2006; Levinthal & March, 1993; Miller, Zhao, & Calatone, 2006; Mitchell & Singh, 1993; Perretti & Negro, 2006; Wadhwa & Kotha, 2006) that also treated exploitation and exploration as a continuum.”
Paradox as a Metatheoretical Perspective (2014, unknown): “…strategies, associated with inconsistent managerial cognitions (Gavetti & Levinthal, 2000; Gilbert, 2006; Smith & Tushman, 2005), contexts and cultures (Ghoshal & Bartlett, 1994; Gibson & Birkinshaw, 2004) and leadership skills (Beckman, 2006; Perretti & Negro, 2006; Virany & Tushman, 1986).”
Job and team design: Toward a more integrative conceptualization of work design (2008, background): “…membership; definition and structure of a team’s tasks, goals, and members’ roles; and the creation of organizational support for the team and link to the broader organizational context (Campion, Medsker, & Higgs, 1993; Guzzo & Dickson, 1996; Hackman, 1987; Perretti & Negro, 2006; Stewart, 2006).”
Cultural Industries: Product–Market Characteristics, Management Challenges and Industry Dynamics (2015, unknown): “New team members tend to be chosen when an existing team mostly consists of either high-status or low-status members (Perretti and Negro 2006).”
Motivating Organizations to Learn (2015, background): “We also propose that the emergence of a GO culture at the organizational level is influenced by the formal organizational structure, which affects the values, beliefs, and assumptions about how learning is approached in organizations (e.g., Perretti & Negro, 2006).”
Learning in Hybrid-Project Systems: The Effects of Project Performance on Repeated Collaboration (2008, background): “Consistent with prior learning research in movie settings (Perretti & Negro, 2007b, 2007a), we focused on relationship dyads of the producer and director with key creative and technical project participants.”
The Role of Status Seeking in Online Communities: Giving the Gift of Experience (2007, unknown): “Although the two drivers are not mutually exclusive, their preponderance depends on the nature of the group involved (Perretti & Negro, 2006).”