Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis
Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis
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DOI：
10.1287/orsc.1040.0078
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发表时间：
2004-07-01
影响因子：
4.1
通讯作者：
Wong, PK
中科院分区：
文献类型：
--
作者：
He, ZL;Wong, PK
虽然探索和利用代表了两种根本不同的组织学习方法，但最近的文献越来越多地表明，企业需要在两者之间取得平衡。这种平衡的观点嵌入到双灵巧组织的概念中。然而，几乎没有直接证据表明双元性对企业绩效有积极影响。本文试图通过考察探索和开发如何在企业技术创新方法的背景下共同影响企业绩效来检验二元性假设。本文以206家制造业企业为样本，发现探索性创新策略与开发性创新策略的交互作用与销售增长率正相关，探索性创新策略与开发性创新策略的相对不平衡与销售增长率负相关，这与二元性假设相一致。
While exploration and exploitation represent two fundamentally different approaches to organizational learning, recent literature has increasingly indicated the need for firms to achieve a balance between the two. This balanced view is embedded in the concept of ambidextrous organizations. However, there is little direct evidence of the positive effect of ambidexterity on firm performance. This paper seeks to test the ambidexterity hypothesis by examining how exploration and exploitation can jointly influence firm performance in the context of firms' approach to technological innovation. Based on a sample of 206 manufacturing firms, we find evidence consistent with the ambidexterity hypothesis by showing that (1) the interaction between explorative and exploitative innovation strategies is positively related to sales growth rate, and (2) the relative imbalance between explorative and exploitative innovation strategies is negatively related to sales growth rate.