The DOI matches its Crossref record; 9 of the 9 references it cites were found in a registry or an index.
EXPLORATORY LEARNING, INNOVATIVE CAPACITY, AND MANAGERIAL OVERSIGHT.
Abstract
When adaptation requires innovation, or the creation of variety, exploration is crucial. High levels of exploration thus imply variance-seeking rather than mean-seeking learning processes. In a study of 56 new business development projects, given high exploration, organizational learning was more effective when the projects operated with autonomy with respect to goals and supervision. As degree of exploration decreased, better results were associated with less autonomy on both counts. This contingent effect persisted even when I controlled for the emergence of deftness and comprehension.
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Citations
Cites
Exploration and Exploitation in Organizational Learning
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Reliability and Validity Assessment
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Cited by
Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis
He, Z.-L., & Wong, P.-K. (2004) · Organization Science · doi:10.1287/orsc.1040.0078 · Cited by 3,737
Jansen, J. J. P., Van Den Bosch, F. A. J., & Volberda, H. W. (2006) · Management Science · doi:10.1287/mnsc.1060.0576 · Cited by 3,705
Entrepreneurial orientation and small business performance: a configurational approach
Wiklund, J., & Shepherd, D. (2005) · Journal of Business Venturing · doi:10.1016/j.jbusvent.2004.01.001 · Cited by 3,196
Organizational Ambidexterity: Past, Present, and Future
O'Reilly, C. A., & Tushman, M. L. (2013) · Academy of Management Perspectives · doi:10.5465/amp.2013.0025 · Cited by 2,580
Ambidexterity as a dynamic capability: Resolving the innovator's dilemma
O’Reilly, C. A., & Tushman, M. L. (2008) · Research in Organizational Behavior · doi:10.1016/j.riob.2008.06.002 · Cited by 2,431
Business models: A discovery driven approach
McGrath, R. G. (2010) · Long Range Planning · doi:10.1016/j.lrp.2009.07.005 · Cited by 1,146
Self-citationAncona, D. G., Goodman, P. S., Lawrence, B. S., & Tushman, M. L. (2001) · The Academy of Management Review · doi:10.2307/3560246 · Cited by 870
Eggers, J. P., & Kaplan, S. (2009) · Organization Science · doi:10.1287/orsc.1080.0401 · Cited by 774
Organizational learning capability: A proposal of measurement
Jerez-Gómez, P., Céspedes-Lorente, J., & Valle-Cabrera, R. (2005) · Journal of Business Research · doi:10.1016/j.jbusres.2003.11.002 · Cited by 765
Rhee, J., Park, T., & Lee, D. H. (2010) · Technovation · doi:10.1016/j.technovation.2009.04.008 · Cited by 710
Linking routines to operations capabilities: A new perspective
Peng, D. X., Schroeder, R. G., & Shah, R. (2008) · Journal of Operations Management · doi:10.1016/j.jom.2007.11.001 · Cited by 612
Empathy and complex task performance: Two routes to leadership
Kellett, J. B., Humphrey, R. H., & Sleeth, R. G. (2002) · The Leadership Quarterly · doi:10.1016/s1048-9843(02)00142-x · Cited by 287
Not Deep Learning but Autonomous Learning of Open Innovation for Sustainable Artificial Intelligence
Yun, J., Lee, D., Ahn, H., Park, K., & Yigitcanlar, T. (2016) · Sustainability · doi:10.3390/su8080797 · Cited by 68
Metadata
- Authors
- McGrath, R. G.
- Venue
- Academy of Management Journal
- Publisher
- Academy of Management
- Published
- 2001-02-01
- Volume
- 44
- Issue
- 1
- Pages
- 118-131
- ISSN
- 0001-4273 (ISSN-L)
- 1948-0989
- OpenAlex
- W2024682724
- Cited by
- 1,310
- References
- 9
- FWCI
- 108.04
- Type
- journal article
- Language
- en
- Open access
- closed
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
