博碩士論文 984201059 詳細資訊




以作者查詢圖書館館藏 以作者查詢臺灣博碩士 以作者查詢全國書目 勘誤回報 、線上人數:31 、訪客IP:3.15.228.32
姓名 王滋薇(Tzu-wei Wang)  查詢紙本館藏   畢業系所 企業管理學系
論文名稱 Revisit the Concept of Exploration and Exploitation
(Revisit the Concept of Exploration and Exploitation)
相關論文
★ 以第四方物流經營模式分析博連資訊科技股份有限公司★ 探討虛擬環境下隱性協調在新產品導入之作用--以電子組裝業為例
★ 動態能力機會擷取機制之研究-以A公司為例★ 探討以價值驅動之商業模式創新-以D公司為例
★ 物聯網行動支付之探討-以Apple Pay與支付寶錢包為例★ 企業資訊方案行銷歷程之探討-以MES為例
★ B2C網路黏著度之探討-以博客來為例★ 組織機制與吸收能力關係之研究-以新產品開發專案為例
★ 臺灣遠距醫療照護系統之發展及營運模式探討★ 資訊系統與人力資訊科技資源對供應鏈績效影響之研究-買方依賴性的干擾效果
★ 資訊科技對知識創造影響之研究-探討社會鑲嵌的中介效果★ 資訊科技對公司吸收能力影響之研究-以新產品開發專案為例
★ 探討買賣雙方鑲嵌關係影響交易績效之機制 ─新產品開發專案為例★ 資訊技術運用與協調能力和即興能力 對新產品開發績效之影響
★ 團隊組成多元性影響任務衝突機制之研究─ 以新產品開發專案團隊為例★ 社會鑲嵌與團隊衝突影響產品創新與效用之研究
檔案 [Endnote RIS 格式]    [Bibtex 格式]    [相關文章]   [文章引用]   [完整記錄]   [館藏目錄]   至系統瀏覽論文 ( 永不開放)
摘要(中) 近二十年來,利用性(Exploitation)與探索性(Exploration)的議題不斷地在商管期刊中被探討著。舉凡在組織學習、創新、策略等管理議題都可見其踨跡,其中多以探討如何在兩者之間取得平衡、對公司績效的影響居多。利用性代表著效率、產能提升、控制、確定性高及降低變異程度的意涵,而探索性代表著搜尋與發現、自主性高、創新及擁抱高度變異。然而,在眾多實證研究中仍缺少一致的操作型定義來衡量利用性與探索性。此外,在利用性與探索性在本質上究竟是一個維度抑或兩個維度的問題,本篇文章透過彙整許多以問卷為基礎之實證研究的衡量指標試圖從中找到答案,同時也提供未來實證研究中在衡量利用性與探索性議題時的一些要點。
摘要(英) In the last two decades, exploitation and exploration have been widely discussed on the field of organizational learning, innovation, strategy and etc in management literature. Exploitation is about efficiency, increasing productivity, control, certainty, and variance reduction. Otherwise, exploration is about search, discovery, autonomy, innovation and embracing variation. Among the rich empirical researches, we find that there are lack of consistencies on operationalized definition of exploration and exploitation. Thus, by integrating the questionnaire items of those survey-based researches, we try to outline the basic points for measuring exploration and exploitation. Meanwhile, we reexamine the relationship between exploration and exploitation are two ends of a continuum or orthogonal to each other.
關鍵字(中) ★ 利用性
★ 探索性
關鍵字(英) ★ exploration
★ exploitation
論文目次 摘要 ...................................................................................................... i
Abstract.............................................................................................. ii
目錄…………………………………………………………….................……..iii
圖目錄 ................................................................................................ iv
表目錄 ................................................................................................ iv
1. Introduction ............................................................................... 1
2. Literature Review ...................................................................... 2
2-1 Exploration and Exploitation ............................................. 2
2-2 Operationalized Definition ................................................ 6
3. Findings ....................................................................................... 11
4. Business Implication ............................................................... 13
5. References .................................................................................. 15
參考文獻 Andriopoulos, C. and M. W. Lewis (2008). "Exploitation-Exploration Tensions and Organizational Ambidexterity: Managing Paradoxes of Innovation." Organization Science 20(4): 696-717.
Benner, M. J. and M. L. Tushman (2003). "Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited." The Academy of Management Review 28(2): 238-256.
Brady, T., & Davies, A. (2004). "Building Project Capabilities: From Exploratory to Exploitative Learning." Organization Studies 25(9): 1601-1621.
Fang, C., J. Lee, et al. (2010). "Balancing Exploration and Exploitation Through Structural Design: The Isolation of Subgroups and Organizational Learning." Organization Science 21(3): 625-642.
Gupta, A. K., K. G. Smith, et al. (2006). "The Interplay Between Exploration And Exploitation." Academy of Management Journal 49(4): 693-706.
He, Z.-L. and P.-K. Wong (2004). "Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis." Organization Science 15(4): 481-494.
Jansen, J. J. P., M. P. Tempelaar, et al. (2009). "Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms." Organization Science 20(4): 797-811.
Katila, R. and G. Ahuja (2002). "Something Old, Something New: A Longitudinal Study of Search Behavior And New Product Introduction." Academy of Management Journal 45(6): 1183-1194.
Lichtenthaler, U. (2009). "Absorptive Capacity, Environmental Turbulence, And the Complementarity Of Organizational Learning Processes." Academy of Management Journal 52(4): 822-846.
March, J. G. (1991). "Exploration and Exploitation in Organizational Learning." Organization Science 2(1): 71-87.
Mom, T. J. M., F. A. J. Van Den Bosch, et al. (2007). "Investigating Managers' Exploration and Exploitation Activities: The Influence of Top-Down, Bottom-Up, and Horizontal Knowledge Inflows." Journal of Management Studies 44(6): 910-931.
OreillyIII, C. and M. Tushman (2008). "Ambidexterity as a dynamic capability: Resolving the innovator's dilemma." Research in Organizational Behavior 28: 185-206.
Perretti, F. and G. Negro (2006). " Filling Empty Seats: How Status And Organizational Hierarchies Affect Exploration Versus Exploitation in Team Design." Academy of Management Journal 49(4): 759-777.
Quintana-Garc’ıa, C. and C. A. Benavides-Velasco (2008). "Innovative competence, exploration and exploitation: The influence of technological diversification." Research Policy 37(3): 492-507.
Raisch, S., J. Birkinshaw, et al. (2009). "Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance." Organization Science 20(4): 685-695.
Rothaermel, F. T. and M. T. Alexandre (2008). "Ambidexterity in Technology Sourcing: The Moderating Role of Absorptive Capacity." Organization Science 20(4): 759-780.
Tushman, M. L. and C. A. O'ReillyIII (1996). "Ambidextrous organizations: Managing evolutionary and revolutionary change." California Management Review 38(4): 8-30.
Yalcinkaya, G., R. J. Calantone, et al. (2007). "An Examination of Exploration and Exploitation Capabilities: Implications for Prodect Innovation and Market Performance." Journal of International Marketing 15(4): 63-93.
指導教授 陳炫碩(Shiuann-shuoh Chen) 審核日期 2011-6-15
推文 facebook   plurk   twitter   funp   google   live   udn   HD   myshare   reddit   netvibes   friend   youpush   delicious   baidu   
網路書籤 Google bookmarks   del.icio.us   hemidemi   myshare   

若有論文相關問題,請聯絡國立中央大學圖書館推廣服務組 TEL:(03)422-7151轉57407,或E-mail聯絡  - 隱私權政策聲明