The Social Psychology of Organizations.

The purpose of this study is to identify groups of firms with similar generic knowledge strategies, determine how these strategies change over time, and compare profit margins of the groups. Knowledge strategies of 21 U.S. pharmaceutical firms are analyzed from 1977 to 1991. Cluster analysis is used to group firms over different time periods based on: (a) balance between internal and external learning, (b) preference for radical or incremental learning, (c) learning speed, and (d) breadth of knowledge base. Our findings indicate that there are four generic knowledge strategy groups: ‘Explorers’, ‘Exploiters’, ‘Loners’, and ‘Innovators’. Most firms remain in the same knowledge group over time. The firms in the ‘Innovator’ and ‘Explorer’ groups tend to be more profitable than the firms in the ‘Exploiter’ and ‘Loner’ groups.

https://www.jstor.org/stable/pdfplus/2486995.pdf

Generic knowledge strategies in the U.S. pharmaceutical industry

Generic knowledge strategies in the U.S. pharmaceutical industry: Generic Knowledge Strategies

This article examines a fundamental characteristic of modern organizations: the dynamics of exploitation and exploration in intra- and interorganizational learning processes. Exploitation is about creating reliability in experience, and thrives on productivity and refinement. Exploration is concerned with creating variety in experience, and thrives on experimentation and free association. The findings of a case study on product development within a leading Scandinavian software producer and its interorganizational collaborations with business partners suggest how experiential learning processes of exploitation and exploration within the organizations concerned generate interorganizational exploitation and exploration. Conversely, the data suggest how exploitation and exploration between the organizations generate intraorganizational exploitation and exploration. A conceptual framework describing the nature of such learning dynamics is proposed. This framework emphasizes that experiential learning is a driving force behind much intra- and interorganizational change in the form of transformations between exploitation and exploration.

/pdf/experiential-learning-processes-of-exploitation-and-zttlhq6kb9.pdf

Experiential Learning Processes of Exploitation and Exploration Within and Between Organizations: An Empirical Study of Product Development

https://isiarticles.com/bundles/Article/pre/pdf/4038.pdf

Supplier innovativeness, organizational learning styles and manufacturer performance: An empirical assessment

Organizational learning and strategy

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