Organizational diversity and shared vision Resolving the paradox of exploratory and exploitative learning
Organizational diversity and shared vision Resolving the paradox of exploratory and exploitative learning
复制标题
组织多样性和共同愿景解决探索性学习和利用性学习的悖论
DOI：
10.1108/14601060910928184
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发表时间：
2009
影响因子：
5.1
通讯作者：
Wang C
中科院分区：
文献类型：
--
作者：
Wang C
研究目的：从组织学习的角度探讨探索与利用的紧张关系，并从组织文化的两个核心组成部分--组织多样性和共同愿景的角度，探讨如何解决这些紧张关系;并讨论灌输组织多样性和共同愿景所需的组织配置。设计/方法/途径-这是一个概念性的文件，侧重于组织文化的作用，在促进企业家精神的组织learning perspective. Findings-组织的多样性和共同愿景是重要的探索性和利用性学习的平衡方法。组织参数必须一致灌输两种类型的组织文化，以实现同时或顺序ambidexter.Research限制/implications-The关键理论论点的作用，组织多样性和共同愿景的创业学习可能会被采纳为实证检验在未来的研究。该论文的论点警告说，组织不仅要关注多样性和创造力方面的创业价值，而且还通过灌输共同的愿景来促进以目标为导向的行为，将个人学习融入组织学习，并平衡企业对不同类型学习的需求。独创性/价值-本文阐述了不同的学习风格和机制中涉及的探索性和利用性学习，然后阐述了组织的多样性和共同的愿景在解决探索和利用的悖论的作用。
Purpose–The aims of this paper are: to address the tensions pertinent to exploration and exploitation from the organizational learning perspective; to conceptualize how organizational diversity and shared vision, as two core components of organizational culture, help resolve these tensions; and to discuss the organizational configurations necessary for instilling organizational diversity and shared vision.Design/methodology/approach–This is a conceptual paper that focuses on the role of organizational culture in promoting corporate entrepreneurship from the organizational learning perspective.Findings–Organizational diversity and shared vision are important for a balanced approach to exploratory and exploitative learning. Organizational parameters must be aligned to instil the two types of organizational culture to achieve either simultaneous or sequential ambidexterity.Research limitations/implications–The key theoretical arguments regarding the role of organizational diversity and shared vision in entrepreneurial learning may be adopted for empirical testing in future research.Practical implications–The arguments of the paper caution that organizations must not only focus on entrepreneurial values in terms of diversity and creativity, but also promote goal‐oriented behavior through instilling a shared vision to integrate individual learning in organizational learning and to balance the need for different types of learning in the corporate entrepreneurship process.Originality/value–The paper articulates the different learning styles and mechanisms involved in the exploratory and exploitative learning and then elaborates on the role of organizational diversity and shared vision in resolving the paradox of exploration and exploitation.