본문 바로가기
KERD
논문KCI 등재

활용(Exploitation)과 탐험(Exploration)에 대한 실증연구 결과가 제기하는 개념적 이슈와 향후 연구과제

The Conceptual Definition and Future Study Plan for Exploration and Exploitation Studies

박남규|김효정
한국전략경영학회 (Korean Strategic Management Society)|2010.12|전략경영연구 (Journal of Strategic Management)|제13권 제3호|pp. 1-34|DOI 10.17786/jsm.2010.13.3.001

0

조회

0

다운로드

39

인용

0

참고문헌

키워드

ExplorationExploitationConceptual definition활용(Exploitation)탐험(Exploration)개념적 정의(Definition)
주제분류경영학

초록

March(1991)가 제시했던 활용(Exploitation)과 탐험(Exploration)은 조직학습 분야에서 실증연구에 기여한 중요한 논문들 중 하나이다. March 이후 많은 연구들이 활용과 탐험의 개념적 중요성을 강조하며 조직 이론, 기술 혁신, 경쟁우위 창출 과정 등 다양한 분야에서 연구를 진행해 왔으나, 실증연구는 다소 혼재된 결과를 제시하고 있다. 활용과 탐험을 다룬 실증연구에서 혼재된 결과에 대한 원인은 다양한 이유에서 찾을 수 있으나, 본 연구에서는 혼재된 원인에 대한 시작이 서로 다르게 쓰이고 있는 정의 문제에서 비롯되었다고 보았다. 따라서 활용과 탐험에 대한 다양한 연구들에서 제시한 개념적 정의를 리뷰하고, 혼재된 연구결과에 대한 원인을 제시하였다. 구체적으로는 1) 활용과 탐험을 투입의 개념으로 정의하느냐 아니면 결과물의 관점에서 규정하느냐 하는 경우, 2) 활용과 탐험은 해당 기업에 따라 그 정도(degree)가 상이하게 나타날 수 있는 반면, 활용과 탐험을 구분하는 기준점이 연구자들마다 서로 다른 경우, 3) 실증연구를 수행하는 맥락(context)에 따라 활용과 탐험에 대한 정의를 다르게 적용하는 경우, 4) March(1991)의 개념과는 완전히 다른 새로운 정의를 하는 경우에 있어서는, 기존 정의를 기반으로 하는 연구 결과와는 상당한 차이가 생기기 마련이라는 원인을 제시하였다. 또한 본 논문을 통해 밝혀낸 문제점들을 바탕으로 활용과 탐험 실증연구를 위해 연구자들이 고려해야 할 구성요소들을 제시하였으며, 향후 활용과 탐험에 대한 미래 연구를 위한 가이드라인을 제시하고자 하였다.

Abstract

Since the publication of March (1991) seminal work, the terms exploration and exploitation have increasingly come to dominate organizational analyses of technological innovation, organization design, organizational learning, competitive advantage and organizational survival. Despite growing use of those constructs, the results of empirical study on exploration and exploitation remain in inconsistency. Although the reason of inconsistency may come from diverse reasons, this study suggests that the reason of inconsistency starts with the conceptual definition issues. Therefore, we review 72 literatures of exploration and exploitation to identify the reasons for the inconsistency and suggest 4 reasons. 1) Whether researcher define exploration and exploitation as input or output concept, 2) While the degree of exploration and exploitation from focal firm may vary, criteria of exploration and exploitation may not be consistent with the actual degree according to the researcher's orientation, 3) the definition of exploration and exploitation may vary based on the context of specific empirical studies, 4) the studies following March which brings concept of exploration and exploitation deviating greatly from original definitions might be the reasons for the inconsistency in exploration and exploitation studies. Basing on those reasons of the inconsistency, this study suggests the important issues on exploration and exploitation studies and the guidelines for future empirical studies.

참고문헌 (84)

  1. 강신택, "사회과학연구의 원리,서울" (1995), 박영사
  2. Anand, J., "The Dynamics of Multimarket Competition in Exploration and Exploitation Activities", Academy of Management Journal, 52, pp.802~882 (2009)
  3. Argyris, C., "Organizational learning, reading" (1978), Addison-Wesley
  4. Audia, P. G., "Past Success and Creativity over Time: A Study of Inventors in the Hard Disk Drive Industry", Management Science, 53(1), pp.1~15 (2007)
  5. Auh, S., "Balancing exploration and exploitation: The moderating role of competitive intensity", Journal of Business Research, 58(12), pp.1652~1661 (2005)
  6. Bacharach, S. B., "Organizational Theories: Some Criteria for Evaluation", Academy of Management Review, 14, pp.496~515 (1989)
  7. Beckman, C. M., "The Influence of Founding Team Company Affiliations on Firm Behavior", Academy of Management Journal, 49(4), pp.741~758 (2006)
  8. Benner, M. J., "Process Management and Technological Innovation: A Longitudinal Study of the Photography and Paint Industries", Administrative Science Quarterly, 47(4), pp.676~706 (2002)
  9. Benner, M. J., "EXploitation, Exploration, And Process Management: The Productivity Dilemma Revisited", Academy of Management Review, 28(2), pp.238~256 (2003)
  10. Bierly, P.E., "Alternative Knowledge Strategies, Competitive Environment, and Organizational Performance in Small Manufacturing Firms", Entrepreneurship: Theory & Practice, 31(4), pp.493~516 (2007)
  11. Bierly, P.E., "The Application of External Knowledge: Organizational Conditions for Exploration and Exploitation", Journal of Management Studies, 46, pp.481~509 (2009)
  12. Brown, S. L., "The Art of Continuous Change: Linking Complexity Theory and Time-paced Evolution in Relentlessly Shifting Organizations", Administrative Science Quarterly, 42(1), pp.1~34 (1997)
  13. Cao, Q., "Unpacking Organizational Ambidexterity: Dimensions, Contingencies, and Synergistic Effects", Organization Science, 20, pp.781~796 (2009)
  14. Cegarra-Navarro, J. G., "Linking Exploration with Exploitation through Relationship Memory", Journal of Small Business Management, 45, pp.333~353 (2007)
  15. Christensen, J.F., "Building innovate assets and dynamic coherence in multi-technology companies. In: Resource, Technology and Strategy" (2002), Explorations in the Resource-based Perspective
  16. Cockburn, I., "Industry effects and appropriability measures in the stock market's valuation of R&D and patents", The american economic review, 78(2), pp.419~423 (1988)
  17. Cohen, W. M., "Absorptive Capacity: A New Perspective on Learning and Innovation", Administrative Science Quarterly, 35(1), pp.128~152 (1990)
  18. Danneels, E., "The Dynamics of Product Innovation and Firm Competences", Strategic Management Journal, 23(12), pp.1095~1121 (2002)
  19. DiBella, A. J., "Understanding Organizational Learning Capability", Journal of Management Studies, 33(3), pp.361~379 (1996)
  20. Dixon, S. E. A., "Exploitation and exploration learning and the development of organizational capabilities: A cross-case analysis of the Russian oil industry", Human Relations, 60, pp.1493~1523 (2007)
  21. Eisenhardt, K., "Making fast strategic decisions in high-velocity environments", Academy of Management Journal, 32(3), pp.543~576 (1989)
  22. Faems, D., "Interorganizational Collaboration and Innovation: Toward a Portfolio Approach", Journal of product innovation management, 22(3), pp.238~250 (2005)
  23. Garvin, D., "The processes of organization and management", Sloan Management Review, 39(4), pp.33~50 (1998)
  24. Geiger, S. W., "Exploration and exploitation innovation processes: The role of organizational slack in R & D intensive firms", Journal of High Technology Management Research, 17, pp.97~108 (2006)
  25. Gibson, C. B., "The Antecedents, Consequences, and Mediating Role of Organizational Ambidexterity", Academy of Management Journal, 47, pp.209~226 (2004)
  26. Gilsing, V., "The dynamics of innovation and strategic alliances : exploration, exploitation, and co-evolution" (2005), Edward Elgar Publishing
  27. Grant, R., "Prospering in dynamically-competitive environments: Organizational capability as knowledge integration", Organization Science, pp.375~387 (1996)
  28. Greve, H. R., "Exploration and exploitation in product innovation", Industrial & Corporate Change, 16(5), pp.945~975 (2007)
  29. Groysberg, B., "Hiring stars and their colleagues: Exploration and exploitation in professional service firms", Organization Science, 20(4), pp.740~758 (2009)
  30. Gupta, A. K., "The Interplay between Exploration and Exploitation", Academy of Management Journal, 49(4), pp.693~706 (2006)
  31. Hambrick, D. C., "Operationalizing the Concept of Business-Level Strategy in Research", Academy of Management Review, 5, pp.567~576 (1980)
  32. Harrison, D. A., "What's The Difference? Diversity Constructs as Separation, Variety, or Disparity in Organizations", Academy of Management Review, 32, pp.1199~1228 (2007)
  33. He, Z. L., "Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis", Organization Science, 15(4), pp.481~494 (2004)
  34. Holmqvist, M., "Experiential Learning Processes of Exploitation and Exploration Within and Between Organizations: An Empirical Study of Product Development", Organization Science, 15(1), pp.70~81 (2004)
  35. Huber, G. P., "Organizational Learning: The Contributing Processes and The Literatures", Organization Science, 2, pp.88~115 (1991)
  36. Jansen, J. J. P., "Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators", Management Science, 52(11), pp.1661~1674 (2006)
  37. Katila, R., "Something Old, Something New: A Longitudinal Study Of Search Behavior and New Product Introduction", Academy of Management Journal, 45(6), pp.1183~1194 (2002)
  38. Kane, G. C., "Information Technology and Organizational Learning: An Investigation of Exploration and Exploitation Processes", Organization Science, 18, pp.796~812 (2007)
  39. Kim, T., "Exploration and exploitation: internal variety and environmental dynamism", Strategic Organization, 7, pp.11~41 (2009)
  40. Koza, M. P., "The Co-evolution of Strategic Alliances", Organization Science, 9(3), pp.255~264 (1998)
  41. Lane, P. J., "The Reification of Absorptive Capacity: A Critical Review and Rejuvenation of the Construct", Academy of Management Review, 31(4), pp.833~863 (2006)
  42. Lavie, D., "Balancing Exploration and Exploitation in Alliance Formation", Academy of Management Journal, 49(4), pp.797~818 (2006)
  43. Lavie, D., "Exploration and exploitation within and across organizations", Academy of Management Annals, 4(1), pp.109~155 (2010)
  44. Levinthal, D. A., "The Myopia of Learning", Strategic Management Journal, 14(8), pp.95~112 (1993)
  45. Li, Y., "Exploration and Exploitation in Innovation: Reframing the Interpretation", Creativity & Innovation Management, 17(2), pp.107~126 (2008)
  46. Lin, Z., "The Performance Consequences of Ambidexterity in Strategic Alliance Formations: Empirical Investigation and Computational Theorizing", Management Science, 53(10), pp.1645~1658 (2007)
  47. Lubatkin, M. H., "Ambidexterity and Performance in Small-to Medium-Sized Firms: The Pivotal Role of Top Management Team Behavioral Integration", Journal of Management, 32(5), pp.646~672 (2006)
  48. Lunnan, R., "Managing the exploration vs. exploitation dilemma in transnational bridging teams", Journal of World Business, 38, pp.110~126 (2003)
  49. March, J. G., "Exploration and Exploitation in Organizational Learning", Organization Science, 2(1), pp.71~87 (1991)
  50. Mc Namara, P., "Shareholder returns and the exploration & exploitation dilemma: R&D announcements by biotechnology firms", Research Policy, 36, pp.548~565 (2007)
  51. McGrath, R. G., "Exploratory Learning, Innovative Capacity, and Managerial Oversight", Academy of Management Journal, 44(1), pp.118~131 (2001)
  52. Miller, K. D., "Adding Interpersonal Learning and Tacit Knowledge to March's Exploration-Exploitation Model", Academy of Management Journal, 49(4), pp.709~722 (2006)
  53. Miner, A. S., "Ugly duckling no more: Pasts and futures of organizational learning research", Organization Science, 7(1), pp.88~99 (1996)
  54. Mohammed, S., "Team mental models in a team knowledge framework: Expanding theory and measurement across disciplinary boundaries", Journal of Organizational Behavior, 22, pp.89~106 (2001)
  55. Mom, T. J. M., "Understanding Variation in Managers' Ambidexterity: Investigating Direct and Interaction Effects of Formal Structural and Personal Coordination Mechanisms", Organization Science, 20, pp.812~828 (2009)
  56. Nemanich, L. A., "Managing The Exploration", Exploitation Paradox in New Product Development:: How Top Executives Define Their Firm'S Innovation Trajectory, 2007, pp.4, 351~374
  57. Nerkar, A., "Old Is Gold? The Value of Temporal Exploration in the Creation of New Knowledge", Management Science, 49(2), pp.211~229 (2003)
  58. Nerkar, A., "Technological and product-market experience and the success of new product introductions in the pharmaceutical industry", Strategic Management Journal, 25(8), pp.779~799 (2004)
  59. O'Reilly III, C. A., "The Ambidextrous Organization", Harvard Business Review, 28(4), pp.74~81 (2004)
  60. Oviatt, B. M., "Toward a Theory of International New Ventures", Journal of International Business Studies, 25(1), pp.45~64 (1994)
  61. Perretti, F., "Filling Empty Seats: How Status and Organizational Hierarchies Affect Exploration Versus Exploitation in Team Design", Academy of Management Journal, 49(4), pp.759~777 (2006)
  62. Quintana-Garcia, C., "Innovative competence, exploration and exploitation: The influence of technological diversification", Research Policy, 37, pp.492~507 (2008)
  63. Raisch, S., "Organizational Ambidexterity: Antecedents, Outcomes, and Moderators", Journal of Management, 34, pp.375~409 (2008)
  64. Raisch, S., "Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance", Organization Science, 20, pp.685~695 (2009)
  65. Ramanujam V., "Research on corporate diversification: A synthesis", Strategic Management Journal, 10, pp.523~552 (1989)
  66. Rosenkopf, L., "Beyond Local Search: Boundary-Spanning, Exploration, And Impact in The Optical Disc Industry", Strategic Management Journal, 22(4), pp.287~306 (2001)
  67. Rosenthal, R., "Essentials of behavioral research: Methods and data analysis" (1991), McGraw-Hill
  68. Rothaermel, F. T., "Building Dynamic Capabilities: Innovation Driven by Individual-, Firm-, and Network-Level Effects", Organization Science, 18(6), pp.898~921 (2007)
  69. Sidhu, J. S., "The Multifaceted Nature of Exploration and Exploitation: Value of Supply, Demand, and Spatial Search for Innovation", Organization Science, 18(1), pp.20~38 (2007)
  70. Sidhu, J. S., "Exploring Exploration Orientation and its Determinants: Some Empirical Evidence", Journal of Management Studies, 41(6), pp.913~932 (2004)
  71. Siggelkow, N., "When Exploration Backfires: Unintended Consequences of Multilevel Organizational Search", Academy of Management Journal, 49(4), pp.779~795 (2006)
  72. Simsek, Z., "Organizational ambidexteriy: Towards a multilevel understanding", Journal of Management Studies, 46(4), pp.597~624 (2009)
  73. Soosay, C., "Exploration and exploitation: the interplay between knowledge and continuous innovation", International Journal of Technology Management, 42, pp.20~35 (2008)
  74. Taylor, A., "Superman or The Fantastic Four? Knowledge Combination And Experience in Innovative Teams", Academy of Management Journal, 49(4), pp.723~740 (2006)
  75. Teece, D. J., "Dynamic Capabilities and Strategic Management", Strategic Management Journal, 18(7), pp.509~533 (1997)
  76. Tsang, E. W. K., "Economic distance and survival of foreign direct investment", Academy of Management Journal, 50(5), pp.1156~1168 (2007)
  77. Uotila, J., "Exploration, exploitation, and financial performance: analysis of S&P 500 corporations", Strategic Management Journal, 30, pp.221~231 (2009)
  78. Van Looy, B., "Interaction strategies when innovating", 박사, pp.2000
  79. Van Looy, B., "Organizing for Continuous Innovation: On the Sustainability of Ambidextrous Organizations", Creativity & Innovation Management, 14, pp.208~221 (2005)
  80. "Strategic ambidexterity and sales growth: A longitudinal test in the software sector"[URL]
  81. Vera, D., "Organizational learning and knowledge management: Toward an integrative framework", pp.122~141 (2003), The Blackwell handbook of organizational learning and knowledge management
  82. Voss, G. B., "The Effects of Slack Resources and Environmental Threat on Product Exploration and Exploitation", Academy of Management Journal, 51(1), pp.147~164 (2008)
  83. Wadhwa, A., "Knowledge Creation Through External Venturing: Evidence From The Telecommunications Equipment Manufacturing Industry", Academy of Management Journal, 49(4), pp.819~835 (2006)
  84. Wilson, J. M., "Group Learning", Academy of Management Review, 32, pp.1041~1059 (2007)

관련 논문AI추천

조직학습프로세스에서 활용 및 탐험과 성과와의 관계 - 특허와 단기성과를 중심으로 -권기환, 김효정, 최원용한국인적자원관리학회 · 인적자원관리연구2017 · 제24권 제1호탐험학습 및 활용학습과 조직성과의 관계이철기한국직업능력연구원 · 직업능력개발연구2012 · 제15권 제1호역량의 탐색과 활용이 R&D성과에 미치는 영향박상찬, 신동엽한국전략경영학회 · 전략경영연구2003 · 제6권 제1호중소기업의 전략적 지향성과 탐험과 활용관점에 의한 개방형 혁신전략의 실증적 유형과 경영성과이희옥, 정동섭산업개발연구소 · 산업혁신연구2019 · 제35권 제2호탐험과 활용활동이 기술혁신역량과 혁신성과에 미치는 영향 : 흡수역량과 혁신강도에 따른 매개효과박은미, 서정해중소기업융합학회 · 융합정보논문지2021 · 제11권 제8호중소기업의 탐색적 활동과 활용적 활동의 관계에 관한 실증분석이윤수사회과학연구소 · 사회과학연구2011 · 제37권 제1호

이 간행물의 다른 논문 (5건)

본사의 기업문화, 본-자회사간 신뢰 및 커뮤니케이션이 자회사 통제수준에 미치는 영향분석: 중국 진출 한국기업을 중심으로김익수, 김병구pp. 35-58제품 경쟁기반의 이동에 관한 연구: 한국 MP3 플레이어 산업을 중심으로이희세, 김영진pp. 59-88한국의 기업지배구조 체계에서 최고경영자 교체에 대한 재벌의 역할성연달, 정무관, 박종훈pp. 89-119Status, Closure, and Brokerage김영규pp. 121-149자회사의 지식창출 활동 결정 요인에 관한 연구: 다국적기업의 한국 내 자회사 사례를 중심으로이윤철, 이강문, 조동성pp. 151-172
원문 보기