A Relational View of Information Seeking and Learning in Social Networks
Management Science
Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis
Organization Science
Innovators, Imitators, and the Evolving Architecture of Problem-Solving Networks
Organization Science
Cooperation in Evolving Social Networks
Management Science
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In previous studies on coordinating exploration-exploitation activities, much attention has been paid on network structures while the roles played by actors' strategic behavior have been largely ignored. In this paper, the authors extend March's simulation model on parallel problem solving by adding structurally equivalent imitation. In this way, one can examine how the interaction of network structure with agent behavior affects the knowledge process and finally influence group performance. This simulation experiment suggests that under the condition of regular network, the classical trade-off between exploration and exploitation will appear in the case of the preferentially attached network when agents adopt structure equivalence imitation. The whole organization implicitly would be divided into independent sub-groups that converge on different performance level and lead the organization to a lower performance level. The authors also explored the performance in the mixed organization and the management implication.