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Artículos de revistas sobre el tema "Exploitation e exploration"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 13 de febrero de 2022

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1

Kim, Andrea. "Human resource strategies for organizational ambidexterity". Employee Relations: The International Journal 41, n.º 4 (3 de junio de 2019): 678–93. http://dx.doi.org/10.1108/er-09-2017-0228.

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Purpose The purpose of this paper is to propose a comprehensive framework that delineates how human resource (HR) practices are differentially configured for exploitative and explorative innovation as well as how the sets of HR practices support these two types of innovation. Design/methodology/approach Based on the structural ambidexterity approach and a bottom-up process in the multilevel theories, this research derives the need for the differential managerial structures for exploitation and exploration at the unit level. In addition, the Input–Process–Outcome model of team effectiveness and multilevel theories are employed to discuss the internal nature (e.g. resources, work styles) of exploiting and exploring units. Finally, building on strategic HR management literature, this research configures exploitation-targeted and exploration-targeted HR systems and delves into how these differentiated HR systems generate differential inputs of human capital resources and thereby foster exploitative and explorative innovation processes. Findings This research proposes several factors for exploitation and exploration, including: necessary inputs (i.e. commitment, narrowness, and cohesion for exploitation vs thoughtfulness, breadth, and openness for exploration), idiosyncratic innovation processes (i.e. convergent collective cognition vs divergent collective cognition), and differentiated HR systems comprised of different forms of unit staffing (homogeneity vs heterogeneity), performance appraisal, incentives, and training and development (short-term vs long-term orientation). Originality/value The proposed theoretical framework contributes to an improved understanding of the psychological foundation of organizational ambidexterity and systematizing how diverse HR practices work together to elicit exploitative and explorative innovation from employees.

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2

Cordes, Erik E. y Lisa A. Levin. "Exploration before exploitation". Science 359, n.º 6377 (15 de febrero de 2018): 719. http://dx.doi.org/10.1126/science.aat2637.

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3

Zhao, Haiyuan y Xiaobao Peng. "Exploitation versus exploration". Chinese Management Studies 12, n.º 3 (6 de agosto de 2018): 547–74. http://dx.doi.org/10.1108/cms-09-2017-0278.

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Purpose This paper aims to draw on the network perspective of organizational innovation to present an argument on how a subsidiary should select innovation behavior. Design/methodology/approach In this framework, the paper analyzes middle- and high-level managers of subsidiaries from various industries located in the Chinese Mainland. Findings The results suggest the following ideas: internal embeddedness is positively related to exploitation innovation, external embeddedness is inverted-U related to exploration innovation, the availability of alternatives positively moderates the main effects, whereas restraint in the use of power negatively moderates them. Research limitations/implications The current study has a few limitations that provide meaningful research directions for future investigations. First, it only considers the industry and ownership as control variables. Second, this study was conducted in the Chinese context. Practical implications The analysis of the relationship between embeddedness and innovation behavior also shows that focal subsidiary must dynamically adjust the way of embeddedness on the basis of its strategy, and it can reasonable leverage strategic assets for exploitation innovation or exploration innovation. From the perspective of headquarters, establishing deep embeddedness with a subsidiary and giving it indispensable support are important to promote that subsidiary’s exploitation innovation. Social implications The focal subsidiary should establish relationships with more alternative partners and develop relationships with power-advantaged partners through strategies such as a long-term contract, establishing an R&D alliance and entering a joint venture. Besides this, more powerful partners in the internal network should adopt various power usage strategies to promote focal subsidiary exploitation innovation and more powerful partners in the external network should show restraint in the use of power toward any subsidiary in an over-embedded situation. The result shows environment dynamism affects subsidiary exploration innovation more deeply than exploitation innovation. Consequently, managers should recognize the importance of dynamic adaptation to environmental changes and adjust their firms’ innovation behavior accordingly, especially when they are implementing an exploration innovation strategy. Originality/value The extent of embeddedness in an innovation network shapes the subsidiary innovation behavior, and this effect is moderated by power. The focal subsidiary should dynamically and strategically adjust its innovation behavior considering various its type and level of embeddedness.

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4

Iheanacho, Ike. "Exploration or exploitation?" BMJ 334, n.º 7588 (8 de febrero de 2007): 317. http://dx.doi.org/10.1136/bmj.39097.733461.59.

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5

Lee, Jongseon y Nami Kim. "Know yourself and find your partners". Management Research Review 42, n.º 12 (9 de diciembre de 2019): 1333–52. http://dx.doi.org/10.1108/mrr-06-2018-0244.

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Purpose This paper aims to examine whether balancing exploration and exploitation rather than emphasizing one over the other leads to better performance. This study also examines the effects of different kinds of external collaboration on a firm’s performance in relation to the firm’s current innovative direction that shows firms’ internal weighting of exploration or exploitation. Design/methodology/approach Data on Korean manufacturing firms collected from the Korean Innovation Survey were used to test the hypotheses. This study suggested the concept of innovative direction (θ) to examine current innovation capabilities about how much the firms focused on exploration or exploitation. The directionality of exploration or exploitation has not been reflected in previous measures of ambidexterity. Factor analysis and hierarchical regression were used to test hypotheses. Findings The findings suggest that balancing exploration and exploitation is beneficial for a firm’s performance, and explorative collaboration is more beneficial for firms internally emphasizing exploitation. However, it showed that for exploration-oriented firms, exploitative collaboration does not supplement exploitative activities. Research limitations/implications Inter-organizational collaboration helps to develop ambidexterity that leads to better performance. Because inter-organizational collaboration involves substantial costs and is time-consuming, selecting and maintaining partners has to be conducted carefully. Based on the currently pursuing innovative directions, firms can make more appropriate decision for finding external cooperative partners with much of efficiency. When firms find collaborative partners, it is the first thing to look inside themselves. Originality/value Previous studies mainly focused on the selection and balance of the partnership between exploration and exploitation without considering the role of an internal innovative strategy firms are currently pursuing. Identifying firms’ current states and finding partners that can supplement any deficiencies provides the most efficient option for the ambidextrous organization. Consideration of inter-organizational collaborations based on the analysis of internal conditions will be fruitful for the study of ambidexterity.

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6

Zhang, Huiying y Shuang Lv. "Effect of HR practice on NPD performance". Nankai Business Review International 6, n.º 3 (3 de agosto de 2015): 256–80. http://dx.doi.org/10.1108/nbri-03-2015-0008.

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Purpose – This paper aims to investigate the moderating effects of contextual factors which are environmental uncertainty on the relationship between human resource (HR) exploitation and HR exploration with new product development (NPD) performance and the mediating role of cross-functional integration between them. The main question this study wants to answer is how a firm implements HR practices to gain better performance under different environment factors. This study is the first empirical research which testifies the influence of HR exploitation and HR exploration on NPD performance. Design/methodology/approach – This study uses regression analysis to examine the moderating effect of environment uncertainty and structural equation modeling to test mediating effect of cross-functional integration. Findings – The result shows that HR exploitation influences NPD performance to a higher degree when environmental uncertainty is low than high. And HR exploration plays a more important role when environmental uncertainty is high; HR exploitation influences internal integration significantly, and the effect of HR exploration on external integration is significant; and internal integration and external integration mediate the relationship between HR exploitation/exploration and NPD performance, respectively. Originality/value – These findings not only contribute to the literature but also provide a view for organizations in making the right decision of exploitative or explorative practices under the giving environment factor which organization facing and achieving better performance.

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7

Jiang, Jiechuan y Zongqing Lu. "Generative Exploration and Exploitation". Proceedings of the AAAI Conference on Artificial Intelligence 34, n.º 04 (3 de abril de 2020): 4337–44. http://dx.doi.org/10.1609/aaai.v34i04.5858.

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Sparse reward is one of the biggest challenges in reinforcement learning (RL). In this paper, we propose a novel method called Generative Exploration and Exploitation (GENE) to overcome sparse reward. GENE automatically generates start states to encourage the agent to explore the environment and to exploit received reward signals. GENE can adaptively tradeoff between exploration and exploitation according to the varying distributions of states experienced by the agent as the learning progresses. GENE relies on no prior knowledge about the environment and can be combined with any RL algorithm, no matter on-policy or off-policy, single-agent or multi-agent. Empirically, we demonstrate that GENE significantly outperforms existing methods in three tasks with only binary rewards, including Maze, Maze Ant, and Cooperative Navigation. Ablation studies verify the emergence of progressive exploration and automatic reversing.

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8

SCHULZE, PATRICK, FLORIAN HEINEMANN y ANNAS ABEDIN. "BALANCING EXPLOITATION AND EXPLORATION." Academy of Management Proceedings 2008, n.º 1 (agosto de 2008): 1–6. http://dx.doi.org/10.5465/ambpp.2008.33622934.

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9

van Dooren, Roel, Roy de Kleijn, Bernhard Hommel y Zsuzsika Sjoerds. "The exploration-exploitation trade-off in a foraging task is affected by mood-related arousal and valence". Cognitive, Affective, & Behavioral Neuroscience 21, n.º 3 (junio de 2021): 549–60. http://dx.doi.org/10.3758/s13415-021-00917-6.

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AbstractThe exploration-exploitation trade-off shows conceptual, functional, and neural analogies with the persistence-flexibility trade-off. We investigated whether mood, which is known to modulate the persistence-flexibility balance, would similarly affect the exploration-exploitation trade-off in a foraging task. More specifically, we tested whether interindividual differences in foraging behavior can be predicted by mood-related arousal and valence. In 119 participants, we assessed mood-related interindividual differences in exploration-exploitation using a foraging task that included minimal task constraints to reduce paradigm-induced biases of individual control tendencies. We adopted the marginal value theorem as a model-based analysis approach, which approximates optimal foraging behavior by tackling the patch-leaving problem. To assess influences of mood on foraging, participants underwent either a positive or negative mood induction. Throughout the experiment, we assessed arousal and valence levels as predictors for explorative/exploitative behavior. Our mood manipulation affected participants' arousal and valence ratings as expected. Moreover, mood-related arousal was found to predict exploration while valence predicted exploitation, which only partly matched our expectations and thereby the proposed conceptual overlap with flexibility and persistence, respectively. The current study provides a first insight into how processes related to arousal and valence differentially modulate foraging behavior. Our results imply that the relationship between exploration-exploitation and flexibility-persistence is more complicated than the semantic overlap between these terms might suggest, thereby calling for further research on the functional, neural, and neurochemical underpinnings of both trade-offs.

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10

JIANG, YANHUI, CHONGYANG WEI, ZHI YANG y ULAGANATHAN SUBRAMANIAN. "DOES STRONGER R&D CAPABILITY ALWAYS PROMOTE BETTER INNOVATION? THE MODERATING ROLE OF KNOWLEDGE BOUNDARY SPANNING OF R&D NETWORK". International Journal of Innovation Management 22, n.º 07 (octubre de 2018): 1850059. http://dx.doi.org/10.1142/s1363919618500597.

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Setting the research background in China, this study draws on absorptive capacity, knowledge inertia and prospect theory to show the relationship between R&D capability and innovation performance which comprises exploitation and exploration. We propose that stronger R&D capability promotes exploitation performance but inhibits exploration performance. As exploitation represents immediate interest and exploration represents long-term interest, we introduce the notion of knowledge boundary spanning of R&D network to balance short-term and long-term benefits. The empirical results show that R&D capability and knowledge boundary spanning of R&D network complement each other for explorative innovation while they present trade-offs for exploitative innovation. This study contributes to existing literature on R&D capability–innovation performance, and it further extends our understanding by investigating the impact of knowledge boundary spanning of R&D network on the R&D capacity–innovation performance relationships. In addition, this study provides references on resources configuration to achieve different innovation strategies.

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11

Eiben, A. E. y C. A. Schippers. "On Evolutionary Exploration and Exploitation". Fundamenta Informaticae 35, n.º 1-4 (1998): 35–50. http://dx.doi.org/10.3233/fi-1998-35123403.

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12

Jin, Yuan, Donghong Li, Zhanming Jin y Dong Chen. "Asset-Exploitation Versus Asset-Exploration". Academy of Management Proceedings 2015, n.º 1 (enero de 2015): 18025. http://dx.doi.org/10.5465/ambpp.2015.18025abstract.

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13

Horsfield, Brian y Hans-Martin Schulz. "Shale gas exploration and exploitation". Marine and Petroleum Geology 31, n.º 1 (marzo de 2012): 1–2. http://dx.doi.org/10.1016/j.marpetgeo.2011.12.006.

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14

Medcof, John W. "Exploration, exploitation and technology management". International Journal of Technology Intelligence and Planning 6, n.º 4 (2010): 301. http://dx.doi.org/10.1504/ijtip.2010.038226.

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15

Bernal, Olga-Velez y Iván-Darío Toro-Jaramilo. "Organizational Ambidexterity: Exploration and Exploitation". International Journal of Innovation and Technology Management 16, n.º 05 (agosto de 2019): 1950033. http://dx.doi.org/10.1142/s0219877019500330.

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Systematic Review of Literature is done by this research with the purpose that it could be possible to analyze the existent interaction between exploration and exploitation that leads organizations to become ambidextrous ones. That is to say, that they have the faculty to look for opportunities at the same time they work to obtain a good performance in their daily activities. The methodology was based on a documentary review, through a chronological reading. The investigation was made using articles that deal with the issue of ambidextrous organizations, based on the Scopus scientific database, published between 2006 and 2016.

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16

Piao, Ming. "A long life after exploitation and exploration". European Journal of Innovation Management 17, n.º 2 (6 de mayo de 2014): 209–28. http://dx.doi.org/10.1108/ejim-09-2013-0087.

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Purpose – The purpose of this paper is to investigate the longevity implications of exploitation and exploration. It examines the main effect of exploitation, the main effect of exploration, and the interaction effect of exploitation and exploration on organizational longevity. Design/methodology/approach – This study employs Cox Proportional Hazard Model in analyzing 20-year data from the hard disk drive industry. Findings – Exploitation, independent of exploration, has a positive impact on organizational longevity. Exploration, independent of exploitation, has a curvilinear impact on organizational longevity. Jointly, exploitation weakens the curvilinear relationship between exploration and organizational longevity. Research limitations/implications – This study challenges the dualistic view that exploitation is for “current viability” and exploration is for “future viability.” It suggests that firms need to actively engage in (instead of compromise) both exploitation and exploration in order to prolong their lifespan despite the counter force triggered by the negative dynamics between exploitation and exploration. Practical implications – In order to prolong organizational longevity, firms need to fully engage in (but not compromise) their existing product-market domains, actively explore (but not over-explore) their new product-market domain, and to embrace (but not avoid) the tension between exploitation and exploration. Originality/value – This study is one of the few that systematically and empirically examined the longevity implications of exploitation and exploration. It adds specificity and precision to the understanding of how exploitation and exploration, independently and jointly, affect organizational longevity.

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17

Kang, Hyunjeong y Mihee Kim. "The Differential Effect of Exploration and Exploitation on Work Performances". Sustainability 11, n.º 7 (8 de abril de 2019): 2074. http://dx.doi.org/10.3390/su11072074.

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In organizations, the role of ambidexterity is becoming critical these days. Flexibility that enables creativity and innovation in work is also important for survival in a wildly competitive market and flexibility determines the economic sustainability of business enterprises. Drawing on the ambidexterity of exploration and exploitation, we believe that there is a fit between each of them and certain tasks, i.e., operational or dynamic works. Thus, the current study will investigate the individual levels of exploratory and exploitative work capability. Most importantly, the complementary relationship between exploration and exploitation and its differential influence on work performance will be specifically evaluated. The current study results show that if the complementary fit of exploration and exploitation is appropriate for the tasks at hand, performance will increase.

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18

Li, Wan y Liang Wang. "Strategic choices of exploration and exploitation alliances under market uncertainty". Management Decision 57, n.º 11 (12 de noviembre de 2019): 3112–33. http://dx.doi.org/10.1108/md-01-2017-0073.

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Purpose The purpose of this paper is to provide a better understanding of what drives firms’ choice between exploration alliances and exploitation alliances by examining the role of organizational slack and its interaction with market uncertainty. Design/methodology/approach An empirical study is conducted based on 1,614 alliances formed by 581 US biotechnology firms, and the hypotheses are tested using a zero-inflated multilevel Poisson model. Findings The results indicate that firms’ strategic choice to pursue exploration or exploitation alliances is a reflection of organizational intention and adaptation to environmental turbulence. More specifically, firms with more financial slack tend to form more exploration alliances and fewer exploitation alliances. However, under high market uncertainty, firms with financial slack tend to establish more exploitative partnerships and avoid exploration collaborations. Originality/value This paper contributes to the literature on exploration–exploitation alliances, which tends to fall short of providing an understanding of why organizations pursue such alliances. By identifying the impact of organizational slack and its interaction with market uncertainty, this study shows that organizations are able to respond to environmental change, and those with capabilities are likely to craft their strategic choice configurations based on their own characteristics.

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19

ElShaarawy, Islam A., Essam H. Houssein, Fatma Helmy Ismail y Aboul Ella Hassanien. "An exploration-enhanced elephant herding optimization". Engineering Computations 36, n.º 9 (11 de noviembre de 2019): 3029–46. http://dx.doi.org/10.1108/ec-09-2018-0424.

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Purpose The purpose of this paper is to propose an enhanced elephant herding optimization (EEHO) algorithm by improving the exploration phase to overcome the fast-unjustified convergence toward the origin of the native EHO. The exploration and exploitation of the proposed EEHO are achieved by updating both clan and separation operators. Design/methodology/approach The original EHO shows fast unjustified convergence toward the origin specifically, a constant function is used as a benchmark for inspecting the biased convergence of evolutionary algorithms. Furthermore, the star discrepancy measure is adopted to quantify the quality of the exploration phase of evolutionary algorithms in general. Findings In experiments, EEHO has shown a better performance of convergence rate compared with the original EHO. Reasons behind this performance are: EEHO proposes a more exploitative search method than the one used in EHO and the balanced control of exploration and exploitation based on fixing clan updating operator and separating operator. Operator γ is added to EEHO assists to escape from local optima, which commonly exist in the search space. The proposed EEHO controls the convergence rate and the random walk independently. Eventually, the quantitative and qualitative results revealed that the proposed EEHO outperforms the original EHO. Research limitations/implications Therefore, the pros and cons are reported as follows: pros of EEHO compared to EHO – 1) unbiased exploration of the whole search space thanks to the proposed update operator that fixed the unjustified convergence of the EHO toward the origin and the proposed separating operator that fixed the tendency of EHO to introduce new elephants at the boundary of the search space; and 2) the ability to control exploration–exploitation trade-off by independently controverting the convergence rate and the random walk using different parameters – cons EEHO compared to EHO: 1) suitable values for three parameters (rather than two only) have to be found to use EEHO. Originality/value As the original EHO shows fast unjustified convergence toward the origin specifically, the search method adopted in EEHO is more exploitative than the one used in EHO because of the balanced control of exploration and exploitation based on fixing clan updating operator and separating operator. Further, the star discrepancy measure is adopted to quantify the quality of exploration phase of evolutionary algorithms in general. Operator γ that added EEHO allows the successive local and global searching (exploration and exploitation) and helps escaping from local minima that commonly exist in the search space.

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20

Sok, Phyra y Aron O'Cass. "Achieving service quality through service innovation exploration – exploitation: the critical role of employee empowerment and slack resources". Journal of Services Marketing 29, n.º 2 (13 de abril de 2015): 137–49. http://dx.doi.org/10.1108/jsm-03-2014-0085.

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Purpose – This paper aims to investigate the effects of service innovation exploration – exploitation on financial performance through the delivery of quality services. Additional emphasis is also given to examining the extent to which employee empowerment and slack resources enhance or suppress the performance benefits of service firms engaging in service innovation exploration versus exploitation. Design/methodology/approach – Data were drawn from a multi-informant survey of service firms using a drop-and-collect approach. The survey gathered data from managers, customer service employees and customers to test the hypotheses. Findings – The results show that excelling at both exploitative and exploratory innovation helps enhance the quality of services, which, in turn, yield superior financial performance. Further, empowering employees enhances the relationship between exploratory and exploitative service innovation and service quality. We also show that the extent managers’ perceived their market to be competitive influences in the pursuit of high levels of both service innovation exploration and exploitation and that this relationship is impacted by the extent they believe they have available slack resources. Practical implications – The findings suggest that service firms need to pursue both exploitation and exploration at high levels simultaneously and empower their employees to stay ahead of competitors in delivering quality services, which ultimately contributes to the achievement of superior financial outcomes. Also, the findings highlight the importance of employee empowerment, market competitiveness and slack resources in the pursuit of high levels of both service innovation exploration and exploitation. Originality/value – These findings and our theory indicate that this study is the first to empirically examine organizational ambidexterity in the context of service innovation exploration – exploitation adopting the principles of combined and balanced innovation. The study provides insights into the critical role of customers’ perceptions of service quality in contributing to firms’ financial performance. Our insights are unique in that the study incorporates managers, employees and customers in an integrated service innovation model.

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21

Shi, Xiaofeng, Lixun Su y Annie Peng Cui. "A meta-analytic study on exploration and exploitation". Journal of Business & Industrial Marketing 35, n.º 1 (6 de enero de 2020): 97–115. http://dx.doi.org/10.1108/jbim-03-2019-0119.

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Purpose This study aims to fill three theoretical gaps in previous literature on exploration and exploitation: the relationship between exploration and exploitation is inconclusive; the influences of exploration and exploitation on firm performance are not consistent; and no empirical studies have integrated the antecedents of exploration and exploitation from the different research fields. Design/methodology/approach The study conducted a meta-analysis to quantitatively synthesize 143 studies with 257 independent samples to understand the relationship between exploration and exploitation and their consequences and antecedents. Findings The results show that exploration and exploitation are positively correlated with each other, and both of them can boost firm performance. Moreover, firm capabilities, firm size, firm age, competitive intensity, market orientation and entrepreneurial orientation positively influence exploration, and firm resources, firm capabilities, firm size, firm age, market orientation and entrepreneurial orientation positively influence exploitation. Competitive intensity negatively influences exploitation. Surprisingly, market turbulence does not significantly influence exploration or exploitation. Originality/value The results not only contribute to the theories by reconciling the inconsistent results but also provide insight for firms with guidance about under what conditions they should use what strategies.

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Khalid, Saba. "Explorative and exploitative strategies and export performance". Journal of Research in Marketing and Entrepreneurship 22, n.º 1 (18 de noviembre de 2019): 21–36. http://dx.doi.org/10.1108/jrme-01-2018-0004.

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Purpose This study aims to examine the moderating effects of entrepreneurial orientation (EO) on the relationship of exploitation and exploration strategies with export performance. Drawing on the current literature, this conceptual paper develops a framework that first links the exploitative and explorative strategies with the export performance. Later, propositions are developed to indicate different combinations of individual dimensions of EO as moderating factors to this relationship. Design/methodology/approach This is a conceptual paper which builds on prior conceptual and empirical management research. Findings The preliminary conceptual findings suggest that the exploitative strategy is valuable in the short run after new entry, while explorative strategy is significant in the long run only after new entry. For the moderating effects, a combination of high innovation, high proactiveness and high risk-taking may positively influence both the strategies with export performance. While low innovativeness but high proactiveness and high risk-taking is assumed to positively moderate the exploitative strategy and export performance relationship, a negative moderating role is seen for explorative strategy and export performance. Similarly, high innovativeness but low risk-taking and low proactiveness will negatively moderate the relationship between exploitative/explorative strategy and export performance. Originality/value The current literature warrants research on this topic. For example, literature lacks studies regarding a better understanding of the impact of export market exploitation and exploration on export performance. Further, the impact of EO on performance is well acknowledged in the literature, but their relative influence on the performance of exporting firms remains inconclusive.

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Reypens, Charlotte. "Pathways to Ambidexterity In Exploration–Exploitation". Academy of Management Proceedings 2017, n.º 1 (agosto de 2017): 12188. http://dx.doi.org/10.5465/ambpp.2017.12188abstract.

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Popadiuk, Silvio y Diógenes de Souza Bido. "Exploration, Exploitation, and Organizational Coordination Mechanisms". Revista de Administração Contemporânea 20, n.º 2 (abril de 2016): 238–60. http://dx.doi.org/10.1590/1982-7849rac2016150018.

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Abstract This paper presents an empirical relationship among exploration, exploitation, and organizational coordination mechanisms, classified as the centralization of decision-making, formalization, and connectedness. In order to analyze the findings of this survey, we used two techniques: Principal Component Analysis (PCA) and Partial Least Squares Path Modeling (PLS-PM). Our analysis was supported by 249 answers from managers of companies located in Brazil (convenience sampling). Contrary to expectations, centralization and exploitation were negatively associated. Our data supports the research hypothesis that formalization is positively associated with exploitation. Although the relationship between formalization and exploration were significant, the result is contrary to the research hypothesis that we made. The relationships among connectedness and exploitation, and connectedness and exploration were both positive and significant. This relationship means that the more connectedness increases, the higher the likelihood of exploitation and exploration.

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Carroll, Timothy N. "Designing Organizations for Exploration and Exploitation". Journal of Organization Design 1, n.º 2 (3 de agosto de 2012): 64. http://dx.doi.org/10.7146/jod.6344.

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Gupta, Anil K., Ken G. Smith y Christina E. Shalley. "The Interplay Between Exploration and Exploitation". Academy of Management Journal 49, n.º 4 (agosto de 2006): 693–706. http://dx.doi.org/10.5465/amj.2006.22083026.

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Nieddu, Martino, Estelle Garnier y Christophe Bliard. "Patrimoines productifs collectifs versus exploration/exploitation". Revue économique 65, n.º 6 (2014): 957. http://dx.doi.org/10.3917/reco.pr2.0031.

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Decrée, Sophie y Laurence Robb. "Ore Deposits: Origin, Exploration, and Exploitation". Economic Geology 115, n.º 3 (1 de mayo de 2020): 687–88. http://dx.doi.org/10.5382/econgeo.115.3.br01.

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Grant, Shona. "Petroleum Exploration and Exploitation in Norway". Marine and Petroleum Geology 17, n.º 6 (junio de 2000): 773. http://dx.doi.org/10.1016/s0264-8172(00)00012-x.

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Cairney, John W. G. "Rhizomorphs: Organs of exploration or exploitation?" Mycologist 5, n.º 1 (enero de 1991): 5–10. http://dx.doi.org/10.1016/s0269-915x(09)80325-x.

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Črepinšek, Matej, Shih-Hsi Liu y Marjan Mernik. "Exploration and exploitation in evolutionary algorithms". ACM Computing Surveys 45, n.º 3 (junio de 2013): 1–33. http://dx.doi.org/10.1145/2480741.2480752.

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March, James G. "Exploration and Exploitation in Organizational Learning". Organization Science 2, n.º 1 (febrero de 1991): 71–87. http://dx.doi.org/10.1287/orsc.2.1.71.

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Fu, Qiming, Quan Liu, Shan Zhong, Heng Luo, Hongjie Wu y Jianping Chen. "Single Trajectory Learning: Exploration Versus Exploitation". International Journal of Pattern Recognition and Artificial Intelligence 32, n.º 06 (21 de febrero de 2018): 1859009. http://dx.doi.org/10.1142/s0218001418590097.

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In reinforcement learning (RL), the exploration/exploitation (E/E) dilemma is a very crucial issue, which can be described as searching between the exploration of the environment to find more profitable actions, and the exploitation of the best empirical actions for the current state. We focus on the single trajectory RL problem where an agent is interacting with a partially unknown MDP over single trajectories, and try to deal with the E/E in this setting. Given the reward function, we try to find a good E/E strategy to address the MDPs under some MDP distribution. This is achieved by selecting the best strategy in mean over a potential MDP distribution from a large set of candidate strategies, which is done by exploiting single trajectories drawn from plenty of MDPs. In this paper, we mainly make the following contributions: (1) We discuss the strategy-selector algorithm based on formula set and polynomial function. (2) We provide the theoretical and experimental regret analysis of the learned strategy under an given MDP distribution. (3) We compare these methods with the “state-of-the-art” Bayesian RL method experimentally.

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34

Debenham, John y Ian Wilkinson. "Exploitation versus Exploration in Market Competition". Industry & Innovation 13, n.º 3 (septiembre de 2006): 263–89. http://dx.doi.org/10.1080/13662710600858761.

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Ianas, Mihail y Ovidiu Ovessea. "Mineral exploration and exploitation in Romania". Leading Edge 19, n.º 3 (marzo de 2000): 325–26. http://dx.doi.org/10.1190/1.1438606.

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36

Burton, M. Diane, Charles A. O'Reilly y Matthew J. Bidwell. "Management Systems for Exploration and Exploitation". Academy of Management Proceedings 2012, n.º 1 (julio de 2012): 11809. http://dx.doi.org/10.5465/ambpp.2012.11809abstract.

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37

Dam, Gregory y Konrad Körding. "Exploration and Exploitation During Sequential Search". Cognitive Science 33, n.º 3 (mayo de 2009): 530–41. http://dx.doi.org/10.1111/j.1551-6709.2009.01021.x.

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38

Greve, H. R. "'Exploration and exploitation in product innovation'". Industrial and Corporate Change 16, n.º 5 (11 de mayo de 2007): 945–75. http://dx.doi.org/10.1093/icc/dtm013.

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39

Féraud, Raphaël y Tanguy Urvoy. "Exploration and exploitation of scratch games". Machine Learning 92, n.º 2-3 (1 de mayo de 2013): 377–401. http://dx.doi.org/10.1007/s10994-013-5359-2.

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40

Safran, Charles y Christopher G. Chute. "Exploration and exploitation of clinical databases". International Journal of Bio-Medical Computing 39, n.º 1 (abril de 1995): 151–56. http://dx.doi.org/10.1016/0020-7101(94)01094-h.

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41

Gualandris, Jury, Hervé Legenvre y Matteo Kalchschmidt. "Exploration and exploitation within supply networks". International Journal of Operations & Production Management 38, n.º 3 (5 de marzo de 2018): 667–89. http://dx.doi.org/10.1108/ijopm-03-2017-0162.

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Purpose The purpose of this paper is to introduce and define the concept of purchasing ambidexterity in terms of two dimensions: balance dimension and combined dimension. The study proceeds to empirically examine the multiple performance effects generated for the buying firm and its key suppliers. Design/methodology/approach Ambidexterity theory informs the authors’ conceptual model. To test the hypotheses, the authors collected survey data from 95 purchasing functions of medium and large European firms and applied various estimation techniques. Findings This research indicates that ambidexterity substantially varies across purchasing functions. Further, it discovers that a purchasing function’s ability to advance the combined magnitude of exploratory and exploitative activities represents an essential determinant of supplier efficiency, supplier product innovation, and buyer financial performance. Notably, this research also discovers that balancing the magnitudes of exploratory and exploitative activities on a relative basis produces negative effects on the innovativeness of the supply network. Originality/value Although ambidexterity theory has been applied to supply chain management, limited attention has been dedicated to purchasing ambidexterity. This gap led us to study how purchasing impacts the competitiveness of the buying firm and of its supply network by balancing and combining exploratory and exploitative activities. This research is the first to advance the notion of purchasing ambidexterity, unpack its underlying dimensions, and examine its multiple performance implications. Such a conceptual and empirical development presents new perspectives on how purchasing can help the buying firm and its supply network to strengthen their competitiveness.

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Eriksson, Per Erik y Henrik Szentes. "Managing the tensions between exploration and exploitation in large construction projects". Construction Innovation 17, n.º 4 (20 de octubre de 2017): 492–510. http://dx.doi.org/10.1108/ci-05-2016-0032.

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Purpose Prior studies highlight the importance of building ambidextrous capabilities to achieve both exploitation of current knowledge and technologies to make profits today, and exploration of new knowledge and technologies to adapt to and prepare for tomorrow’s demands. In spite of its theoretical and practical importance, research on organizational ambidexterity in project-based organizations is scarce. Thus, the purpose of the paper is to study how ambidexterity may be managed and how exploration and exploitation may be achieved in construction projects. The research identifies some drivers and barriers to exploration and exploitation and also sheds light on how various management approaches interact and affect exploration and exploitation activities. Design/methodology/approach The empirical material is drawn from 40 semi-structured interviews with managers representing the client, the contractor and the designer involved in each of the seven large construction projects in the sample. Findings In contrast to prior literature in high-tech industries where exploitation focuses on continuous development, exploitation in construction projects often involves adopting conventional methods and solutions based on existing knowledge without any development efforts at all. This may enhance short-term efficiency and lower risk at the project level but increase risk at the firm level. Tight time schedules hinder both radical innovations and incremental developments, and the findings also reveal that to invest in efforts on explorative solutions, it must be possible to exploit the solutions in the same project. Research limitations/implications In this empirical context, the traditional structural and sequential ambidexterity solutions are not sufficient. In construction projects, contextual ambidexterity solutions in which key project actors collaborate in developing systemic innovations and fine-tuning solutions across projects are more effective. Practical implications Sufficient project size and/or long-term contracts over a series of projects enhance both investments in explorative activities and exploitation through continuous developments from project to project. In design–bid–build contracts, the client and consultant often miss opportunities to explore new technical solutions that rely on contractor competencies. Early procurement of contractors (e.g. in collaborative design–build contracts) thereby enables the achievement of both exploration and exploitation. Originality/value This study provides important input to the authors’ understanding of how exploration and exploitation may be managed in project-based industries, which has been scarcely studied in previous ambidexterity literature.

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Connelly, Brian L., Wei Shi, Robert E. Hoskisson y Balaji R. Koka. "Shareholder Influence on Joint Venture Exploration". Journal of Management 45, n.º 8 (30 de mayo de 2018): 3178–203. http://dx.doi.org/10.1177/0149206318779128.

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In this study, we theorize about how different types of institutional investors influence firms’ choice of exploration versus exploitation for their joint ventures (JVs). Exploratory JVs engender risk, uncertain outcomes, and ex post contractual updating, whereas exploitative JVs allow for ex ante contracts. We argue that dedicated institutional investors (DIIs), who maintain concentrated holdings over time regardless of current earnings, offer tolerance for failure and reward for long-term success that encourages managerial choice of exploratory JVs. Transient institutional investors (TIIs), who trade frequently based on near-term performance metrics, prefer ex ante contracts and use exit to discipline managers who do not meet their short-term performance objectives. This suggests that TIIs may influence managers to reduce the extent to which they choose exploratory (as opposed to exploitative) JVs. Furthermore, we argue that the transactional governance of TIIs gives way to the relational monitoring of DIIs when both types of shareholders are present. As a result, the likelihood of choosing exploration, versus exploitation, as a JV formation strategy is greatest in the presence of high DII and TII ownership. We examine JVs among S&P 500 firms over the years 2000 to 2010, and results largely support our theory.

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44

Penney, Christopher R., James G. Combs, Nolan Gaffney y Jennifer C. Sexton. "A jack-of-all-trades or a master of none: the performance effects of balancing exploration and exploitation within vs across alliance portfolio domains". Journal of Knowledge Management 24, n.º 3 (6 de septiembre de 2018): 569–87. http://dx.doi.org/10.1108/jkm-09-2017-0395.

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Purpose Theory predicts that balancing exploratory and exploitative learning (i.e., ambidexterity) across alliance portfolio domains (e.g. value chain function, governance modes) increases firm performance, whereas balance within domains decreases performance. Prior empirical work, however, only assessed balance/imbalance within and across two domains. The purpose of this study is to determine if theory generalizes beyond specific domain combinations. The authors investigated across multiple domains to determine whether alliance portfolios should be imbalanced toward exploration or exploitation within domains or balanced across domains. The authors also extended prior research by exploring whether the direction of imbalance matters. Current theory only advises managers to accept imbalance without helping with the choice between exploration and exploitation. Design/methodology/approach Hypotheses are tested using fixed-effects generalized least squares (GLS) regression analysis of a large 13-year panel sample of Fortune 500 firms from 1996 to 2008. Findings With respect to the balance between exploration and exploitation within each of the five domains investigated, imbalanced alliance portfolios had higher firm performance. No evidence was found that balance across domains relates to performance. Instead, for four of the five domains, imbalance toward exploration related positively to firm performance. Originality/value An alliance portfolio that allows for exploration in some domains and exploitation in other domains appears more difficult to implement than prior theory suggests. Firms benefit mostly from using the alliance portfolio for exploratory learning.

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Jepma, Marieke y Sander Nieuwenhuis. "Pupil Diameter Predicts Changes in the Exploration–Exploitation Trade-off: Evidence for the Adaptive Gain Theory". Journal of Cognitive Neuroscience 23, n.º 7 (julio de 2011): 1587–96. http://dx.doi.org/10.1162/jocn.2010.21548.

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The adaptive regulation of the balance between exploitation and exploration is critical for the optimization of behavioral performance. Animal research and computational modeling have suggested that changes in exploitative versus exploratory control state in response to changes in task utility are mediated by the neuromodulatory locus coeruleus–norepinephrine (LC–NE) system. Recent studies have suggested that utility-driven changes in control state correlate with pupil diameter, and that pupil diameter can be used as an indirect marker of LC activity. We measured participants' pupil diameter while they performed a gambling task with a gradually changing payoff structure. Each choice in this task can be classified as exploitative or exploratory using a computational model of reinforcement learning. We examined the relationship between pupil diameter, task utility, and choice strategy (exploitation vs. exploration), and found that (i) exploratory choices were preceded by a larger baseline pupil diameter than exploitative choices; (ii) individual differences in baseline pupil diameter were predictive of an individual's tendency to explore; and (iii) changes in pupil diameter surrounding the transition between exploitative and exploratory choices correlated with changes in task utility. These findings provide novel evidence that pupil diameter correlates closely with control state, and are consistent with a role for the LC–NE system in the regulation of the exploration–exploitation trade-off in humans.

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46

Hoffecker, John F. "A History of the Arctic: Nature, Exploration and ExploitationA HISTORY OF THE ARCTIC: NATURE, EXPLORATION AND EXPLOITATION." Arctic, Antarctic, and Alpine Research 45, n.º 3 (mayo de 2013): 422–23. http://dx.doi.org/10.1657/1938-4246-45.3.422.

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47

Fang, Christina y Daniel Levinthal. "Near-Term Liability of Exploitation: Exploration and Exploitation in Multistage Problems". Organization Science 20, n.º 3 (junio de 2009): 538–51. http://dx.doi.org/10.1287/orsc.1080.0376.

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48

Lin, Liang-Hung. "Exploration and exploitation in mergers and acquisitions". International Journal of Organizational Analysis 22, n.º 1 (4 de marzo de 2014): 30–47. http://dx.doi.org/10.1108/ijoa-06-2011-0493.

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Purpose – The central concern of organizational learning and corporate strategy has, in recent decades, focused on the rational choice and appropriate balance between exploration and exploitation. Dividing mergers and acquisitions (M&As) into related and unrelated M&As, this study applies the exploration vs exploitation construct to examine how different M&A strategies affect exploration and exploitation of the combined firm, how post-acquisition integration affects exploration and exploitation of the combined firm, and how organizational ambidexterity affects post-acquisition performance. The paper aims to discuss these issues. Design/methodology/approach – Organizational and industry level data were drawn from the top 1,000 Taiwanese electronic and computer firms reported by 2009 China Credit Information Service, an authorized credit-rating company in Taiwan. The companies are classified into four industries: computer and associated equipments manufacturing (SICs 271x, 274x, 276x); integrated circuits (SIC 261x), opto-electronics and telecommunication (SICs 264x, 272x, 277x) and electronic components (SICs 262x, 263x, 264x, 269x, 275x). Questionnaires were distributed to general managers of the top 1,000 electronics companies. Findings – This investigation of Taiwanese electronic and computer firms revealed that related acquisitions with high degrees of acquisition integration positively affect the combined firm's exploitation; unrelated acquisitions with high degrees of R&D expenditure and acquisition experience positively affect the combined firm's exploration. The firm's ability of simultaneously pursuing exploitation and exploration positively affects its post-acquisition performance. Originality/value – The contribution of this study is to understand how acquisitions influence exploitation and exploration. With regard to the relationship between acquisition and exploitation/exploration, this study finds that unrelated acquisitions enhance exploration, whereas related acquisitions enhance exploitation.

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Asif, Muhammad. "Exploring the role of exploration/exploitation and strategic leadership in organizational learning". International Journal of Quality and Service Sciences 11, n.º 3 (13 de septiembre de 2019): 409–23. http://dx.doi.org/10.1108/ijqss-04-2018-0038.

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Purpose The purpose of this paper is to explore the role of exploration/exploitation strategies in organizational learning and the impact of strategic leadership on the organizational learning process. Design/methodology/approach Based on an extensive review of literature, this paper develops propositions encompassing three key elements: exploration/exploitation, strategic leadership and organizational learning. Findings The propositions inform that tension between exploration and exploitation creates opportunities for organizational learning. Further, leadership styles have a differential effect on the role of exploration/exploitation in organizational learning. Transformational leadership positively impacts the role of exploration in individual and group learning but negatively impacts the role of exploitation in institutionalized learning. Transactional leadership positively impacts the role of exploitation in institutionalized learning but negatively impacts the role of exploration in individual and group learning. The alternate use of transformational and transactional leadership styles can facilitate multilevel organizational learning. Research limitations/implications The propositions are the first step toward the development of a theory of exploration/exploitation–organizational learning–strategic leadership. For practitioners, this paper elaborates the role of exploration/exploitation and strategic leadership in multilevel organizational learning. The paper also informs about those leadership styles that are counterproductive in the individual/group and institutionalized learning. Originality/value This paper is novel in its contribution because exploration/exploitation, organizational learning and strategic leadership have not been discussed in a unified framework in the previous studies. Further, whereas previous studies discuss “organizational learning” mainly as an organizational-level construct, this paper discusses organizational learning at the individual, group and organizational levels. A discussion of the individual, group and institutionalized learning furnishes rich insights into organizational learning dynamics.

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Suzuki, Osamu. "How innovators resolve the exploitation-exploration trade-off? Evidence from the Japanese Pharmaceutical Industry". Journal of Innovation Management 2, n.º 1 (2 de noviembre de 2014): 47–68. http://dx.doi.org/10.24840/2183-0606_002.001_0005.

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Successful innovation calls for both exploitation of existing knowledge and exploration of new knowledge, or organizational ambidexterity, but we still know little about how organizations manage innovation by resolving the trade-off relationship between exploitation and exploration. We aim to address this research gap by examining the relationship between an organization’s degree of exploitation orientation and its subsequent degree of organizational ambidexterity. We argue that organizations’ exploitation orientation negatively influences subsequent achievement of organizational ambidexterity because exploitation precludes subsequent exploration. However, this trade-off relationship between prior exploitation and subsequent exploration is attenuated when organizations are characterized by problemistic search, deliberate learning, or by speciation. Accordingly, these organizations’ degree of exploitation orientation more positively influences subsequent achievement of organizational ambidexterity. Our empirical analyses of 32 Japanese pharmaceutical firms’ new product developments over 1991 to 2000 support the argument. Our findings show that organizations may increase their degree of organizational ambidexterity by resolving, rather than circumventing, the trade-off relationship between exploitation and exploration, thereby proposing an alternative explanation of ambidexterity antecedents.

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