探索性学习与挖掘性学习及其平衡研究

[1] The interplay between exploration and exploitation [J]. ACADEMY OF MANAGEMENT JOURNAL, 2006, 49 (04) : 693 - 706

[2] Knowledge Creation through External Venturing: Evidence from the Telecommunications Equipment Manufacturing Industry[J] . Anu Wadhwa,Suresh Kotha.The Academy of Management Journal . 2006 (4)

[3] Filling Empty Seats: How Status and Organizational Hierarchies Affect Exploration versus Exploitation in Team Design[J] . Fabrizio Perretti,Giacomo Negro.The Academy of Management Journal . 2006 (4)

[4] Balancing exploration and exploitation in alliance formation [J]. ACADEMY OF MANAGEMENT JOURNAL, 2006, 49 (04) : 797 - 818

[5] Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis[J] . Zi-Lin He,Poh-Kam Wong.Organization Science . 2004 (4)

[6] Deliberate learning and the evolution of dynamic capabilities [J]. ORGANIZATION SCIENCE, 2002, 13 (03) : 339 - 351

[7] Exploratory Learning, Innovative Capacity and Managerial Oversight[J] . Rita Gunther McGrath.The Academy of Management Journal . 2001 (1)

[8] An Organizational Learning Framework: From Intuition to Institution[J] . Mary M. Crossan,Henry W. Lane,Roderick E. White.The Academy of Management Review . 1999 (3)

[9] EXPLORATION AND EXPLOITATION IN ORGANIZATIONAL LEARNING [J]. ORGANIZATION SCIENCE, 1991, 2 (01) : 71 - 87

[1] The interplay between exploration and exploitation [J]. ACADEMY OF MANAGEMENT JOURNAL, 2006, 49 (04) : 693 - 706

[2] Knowledge Creation through External Venturing: Evidence from the Telecommunications Equipment Manufacturing Industry[J] . Anu Wadhwa,Suresh Kotha.The Academy of Management Journal . 2006 (4)

[3] Filling Empty Seats: How Status and Organizational Hierarchies Affect Exploration versus Exploitation in Team Design[J] . Fabrizio Perretti,Giacomo Negro.The Academy of Management Journal . 2006 (4)

[4] Balancing exploration and exploitation in alliance formation [J]. ACADEMY OF MANAGEMENT JOURNAL, 2006, 49 (04) : 797 - 818

[5] Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis[J] . Zi-Lin He,Poh-Kam Wong.Organization Science . 2004 (4)

[6] Deliberate learning and the evolution of dynamic capabilities [J]. ORGANIZATION SCIENCE, 2002, 13 (03) : 339 - 351

[7] Exploratory Learning, Innovative Capacity and Managerial Oversight[J] . Rita Gunther McGrath.The Academy of Management Journal . 2001 (1)

[8] An Organizational Learning Framework: From Intuition to Institution[J] . Mary M. Crossan,Henry W. Lane,Roderick E. White.The Academy of Management Review . 1999 (3)

[9] EXPLORATION AND EXPLOITATION IN ORGANIZATIONAL LEARNING [J]. ORGANIZATION SCIENCE, 1991, 2 (01) : 71 - 87