HRM in dynamic environments: Exploitative,exploratory, and ambidextrous HR architectures

Abstract

The current economic crisis has brought to the fore the need for firms to deal with ambiguity and complexity. Hence, firms need a specific balance between exploration and exploitation in order to keep pace with varying and changing environmental conditions. Hitherto, there is limited research that has examined the nexus of HR architectures, ambidexterity, and environmental dynamics. In this conceptual paper we ask: How do HR architectures serve as a means of balancing exploitative and exploratory learning in different dynamic environments? We explain how exploratory, exploitative, and ambidextrous HR architectures with their embedded HRM systems on the business unit level enable organizations to meet different environmental requirements. Thus, firms in which heterogeneous demands for flexibility and for innovation co-exist need to develop internally differentiated HR architectures. In particular, we elucidate how critical the organization’s ability is to connect different HRM systems to create an ambidextrous HR architecture to find an appropriate balance between exploration and exploitation.     

The effect of external supply knowledge acquisition,development activities and organizational status on the supply performance of SMEs

Given the increasingly strategic role of external resources, acquiring knowledge about current suppliers and the broader supply market is an important and demanding task for the purchasing and supply management (PSM) function of a firm. Performance-improvement-oriented application of external supply knowledge present further challenges for the function. To examine this, we draw on the knowledge-based view and develop a hypothesized model in which supply knowledge acquisition drives PSM exploration and exploitation orientations which in turn mediate the organizational status of PSM function in terms of supply performance. We test the model on an SME-focused and survey-based dataset, using structural equation modelling. Our results indicate that an exploitative orientation is associated with knowledge gained from the supply base, whereas an explorative orientation is predominantly associated with supply market knowledge and less with supply base knowledge, suggesting natural pairings. The findings also show how an exploitative development orientation mediates the positive association of the PSM function's organizational status with supply performance. Driven by supply base knowledge, a status-empowered exploitative PSM orientation may suppress supply market based explorative orientation in resource-scarce SMEs, thus appearing to serve as the sole path to supply performance. Our research contributes by pointing out the significance of the knowledge-resource, and the knowledge-based view, in understanding performance in PSM.     

Marx,Sraffa, and Surplus: Observations Prompted by Garegnani (2018)

ABSTRACT

In a posthumously published article, Pierangelo Garegnani (2018. ‘On the Labour Theory of Value in Marx and in the Marxist Tradition.’) depicts Marx’s project in Capital as that of ‘developing systematically the theory of Ricardo and [the] implications of social conflict’ implied by Ricardo’s ‘surplus approach to value and distribution’. This paper argues to the contrary that Marx’s theory of surplus value and exploitation differs from (neo-)Ricardian surplus theory in fundamental ways, and modifies Garegnani’s simple Sraffian model to illustrate the distinctive implications of Marx’s theory.     

Trading off learning and performance: Exploration and exploitation at work

Employees are increasingly given control over how they learn, and their choices for training are diverse and varied, yet employees must balance competing demands. On one hand, they are expected to be increasingly efficient in their current job duties – on the other hand, they are expected to develop new skills and competencies that enable them to adapt and respond to changing job demands. Drawing from the organizational learning literature, we propose a model of worker and work characteristics that inform choices between two mindsets related to learning at work. The first mindset is exploration, or the pursuit of learning outside one’s current knowledge domain; the second mindset is exploitation, the refinement/deepening of one’s existing knowledge stock focusing on the task at hand. We further propose that these strategic choices, or trade-offs, influence employee learning and performance in unique ways, with different implications for both routine and adaptive performance. Finally, we incorporate the notions of feedback loops and risk assessments that influence ongoing decisions between exploration and exploitation mindsets. Recommendations for future research and extensions of the theoretical model are also proposed.     

民勤绿洲水资源利用现状及治理措施探讨

为了促进民勤绿洲水资源高效利用,更好恢复生态系统,通过选用地表水、地下水开发利用率等十项指标对2012年民勤绿洲水资源开发利用现状进行综合评价;结合近年来实施重点治理所取得的成果,提出在新条件下后续治理过程中存在的问题;针对这些问题,立足实际,提出了民勤绿洲水资源持续利用的几项对策措施:优化科学实施调整方案、齐抓水量水质与开源节流并举、落实最严格水资源管理制度与深化水权制度改革、继续推进节水型社会建设。     

Understanding the exploration–exploitation dilemma: An fMRI study of attention control and decision‐making performance

This paper studies the cognitive processes that enable decision makers to switch between exploitation and exploration. We use functional magnetic resonance imaging (fMRI) in a sample of expert decision makers to make two main contributions. First, we identify and contrast the specific brain regions and cognitive processes associated with exploitation and exploration decisions. Exploitation activates regions associated with reward seeking, which track and evaluate the value of current choices, while exploration relies on regions associated with attentional control, tracking the value of alternative choices. Second, we propose and test the idea that stronger activation of the brain circuits related to attentional control allows individuals to achieve better decision‐making performance as a result. We discuss the implications of these results for strategic management research and practice. Copyright © 2013 John Wiley & Sons, Ltd     

安康旅游业的区位开发与区域联合开发

在广泛野外调查的基础上,依据区位开发与区域联合开发的概念模型,提出安康旅游区位开发与区域联合开发的新思路,即突出山水特色,发展生态旅游;策划两个亮点,吸引国内游客;联合三大城市,实施联合开发:定位中转旅游:开拓三环市场。     

污染场地现场调查与监测模式研究

污染场地调查与监测是场地环境管理、风险评估与修复治理的重要环节。文章介绍了国内外污染场地调查评估的阶段划分与勘察技术,分析了国内场地调查工作模式以及环境监测工作程序,提出了现有的常用监测技术,并总结了目前国内污染场地勘察与监测的研究现状。     

How knowledge flow affects Korean ICT manufacturing firm performance: a focus on open innovation strategy

The paper presents an integrated viewpoint of technological innovation strategy by considering both the firm and industry levels. Further, we provide a new open innovation framework by adopting a knowledge flow perspective using patent citation information. Finally, we consider a firm’s outbound open innovation performance using cites per patent information together with financial performance to look at both the practical and the potential effects of technological innovation strategy. Through these analyses, this study examines determinants of open technology innovation activity in the information and communication technology manufacturing industry in Korea and draws managerial and policy implications for effective industry promotion and improvement of technology innovation capability.     

Managing digital business platforms: A continued exercise in balancing renewal and refinement

Central to the evolution of a digital business platform is the organization’s ability to balance exploration (renewal) and exploitation (refinement) simultaneously. Drawing on prior research—including digital platforms, contradictory tensions, and organizational ambidexterity—and our own experience investigating digital business platforms in organizations, this article provides insights into how executives can manage this evolution successfully. More specifically, we present a framework recognizing three pairs of organizational capabilities (i.e., identifying-nourishing, expanding-legitimating, and augmenting-embedding) that enable balancing renewal and refinement of the platform over time. We close by providing critical managerial practices that executives can use in anticipating, adjusting, and evaluating the evolution of a digital business platform over time, including its initiation, development, and growth.