Exploration and Exploitation in Organizational Learning

By Scott R. Herriott, Daniel A. Levinthal, Carl Shapiro. 2007

8,827 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/c1d03b122b3cbd862a783b1c94d491d1148d4686

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Citations in the corpus

Organizational Learning: From Experience to Knowledge (2011, unknown): “Experience can be acquired on novel tasks or on tasks that have been performed repeatedly in the past (Katila & Ahuja, 2002; March, 1991; Rosenkopf & McGrath, this volume).”
Unpacking the Exploration–Exploitation Tradeoff: A Synthesis of Human and Animal Literatures (2015, background): “However, if the environment is too dynamic/unpredictable, exploration can become dysfunctional, because obtained information is no longer valid (March, 1991; Todd & Miller, 1999).”
Stages of Organizational Transformation in Transition Economies: A Dynamic Capabilities Approach (2010, unknown): “, 2006), since exploration and exploitation compete for scarce organizational resources (March, 1991).”
Team Receptivity to Newcomers: Five Decades of Evidence and Future Research Themes (2013, methodology): “Organizational learning scholars, for example, have shown that the long-term viability and performance of a social system depends on collective explorations of new patterns of behavior (March, 1991), which occur primarily when teams are open to newcomers.”
Managing innovation for sustainability (2012, background): “This favours established incumbents since they have evolved within that environment and have developed well-rehearsed and effective routines for dealing with it (March, 1991).”
Do serial entrepreneurs run successively better-performing businesses? (2013, background): “But after they perform well, in contrast, entrepreneurs are assumed to behave very differently, being prey to “competency traps” (March, 1991) or “hubris” (Hayward et al., 2006; Simon et al., 2000).”
Strategic repositioning by means of alliance networks: The case of IBM (2007, methodology): “The multiple partnerships with Toshiba and Motorola are all in developing microchips, one of IBM’s core competencies, indicating that IBM was exploiting existing capabilities (March, 1991; Walker et al., 1997).”
Behavioral Ambidexterity: The Impact of Incentive Schemes on Productivity, Motivation, and Performance of Employees in Commercial Banks (2015, background): “Exploration is related to search, experimentation, and variance increase, whereas exploitation increases productivity and efficiency through improved execution and variance reduction (March, 1991).”
Conceptualizing the Learning Process in SMEs (2006, background): “As March (1991) points out, exploitation is concerned with the effective application of current knowledge.”
Learning to internationalise: the pace and success of foreign acquisitions (2007, background): “…with international acquisitions leads to routines that help to economise on cognitive efforts devoted to acquiring abroad, thereby reducing the time spent on the takeover as well as on the integration process (cf. Cyert and March, 1963; Nelson and Winter, 1982; Levitt and March, 1988; March, 1991).”
Strategic entrepreneurship: Creating competitive advantage through streams of innovation (2007, background): “Jointly, these factors create a situation in which, in most firms, exploitation, which takes place by exercising familiar organizational routines, is preferred at the expense of exploration, which takes place by exercising unfamiliar routines (March, 1991).”
Benchmarking Marketing Capabilities for Sustainable Competitive Advantage (2005, background): “The literature also posits that organizational learning may be accomplished by both imitation and experimentation (e.g., March 1991).”