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Trading off learning and performance: Exploration and exploitation at work
Authors:Lindsey M. Greco  Steven D. Charlier  Kenneth G. Brown
Affiliation:1. Management Department, Oklahoma State University, 343 Business Building, Stillwater, OK 74078, United States;2. Department of Management, Georgia Southern University, PO Box 8151, Statesboro, GA 30458, United States;3. University of Iowa, 108 John Pappajohn Business Building, S224, Iowa City, IA 52242-1994, United States
Abstract: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.
Keywords:Corresponding author.  Training and development  Learning  Exploration and exploitation  Individual differences  Microfoundations
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