Promotion, Turnover, Earnings, and Firm‐Sponsored Training
In: Journal of labor economics: JOLE, Band 22, Heft 4, S. 955-978
ISSN: 1537-5307
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In: Journal of labor economics: JOLE, Band 22, Heft 4, S. 955-978
ISSN: 1537-5307
In: Administrative Sciences: open access journal, Band 3, Heft 3, S. 32-52
ISSN: 2076-3387
There is often said to be a tension between the two types of organizational learning activities, exploration and exploitation. The argument goes that the two activities are substitutes, competing for scarce resources when firms need different capabilities and management policies. We present another explanation, attributing the tension to the dynamic interactions among search, knowledge sharing, evaluation and alignment within organizations. Our results show that successful organizations tend to bifurcate into two types: those that always promote individual initiatives and build organizational strengths on individual learning and those good at assimilating the individual knowledge base and exploiting shared knowledge. Straddling the two types often fails. The intuition is that an equal mixture of individual search and assimilation slows down individual learning, while at the same time making it difficult to update organizational knowledge because individuals' knowledge base is not sufficiently homogenized. Straddling is especially inefficient when the operation is sufficiently complex or when the business environment is sufficiently turbulent.
In: IZA Discussion Paper No. 3105
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In: IZA world of labor: evidence-based policy making
In: IZA Discussion Paper No. 11671
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In: IZA Discussion Paper No. 10454
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Working paper
In: NBER Working Paper No. w12251
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In: Journal of political economy, Band 111, Heft 3, S. 465-497
ISSN: 1537-534X
In: Management Science, Forthcoming
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