Organizational diversity and shared vision: resolving the paradox of exploratory and exploitative learning

Catherine L. Wang and Mohammed Rafiq

(2009)

Catherine L. Wang and Mohammed Rafiq (2009) Organizational diversity and shared vision: resolving the paradox of exploratory and exploitative learning. European Journal of Innovation Management, 12 (1). pp. 86-101.. ISSN 1460-1060

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Abstract

Purpose: The objectives of this paper are: (i) to address the issue of the tensions pertinent to exploratory and exploitative innovation activities from the organizational learning perspective; (ii) to conceptualize how organizational diversity and shared vision, as two core components of organizational culture, help resolve these tensions; and (iii) to discuss the organizational configurations necessary for instilling organizational diversity and shared vision for achieving innovation goals. Design/methodology/approach: This is a conceptual paper that focuses on the role of organizational culture in promoting corporate entrepreneurship from the organizational learning perspective. Findings: Organizational diversity and shared vision are important for a balanced approach to exploratory and exploitative learning. Organizational parameters must be aligned to instill the two types of organizational culture to achieve either simultaneous or sequential ambidexterity. Research limitations/implications: The key theoretical arguments regarding the role of organizational diversity and shared vision in entrepreneurial learning may be adopted for empirical testing in future research. Practical implications: The arguments of the paper caution that organizations must focus not only on entrepreneurial values in terms of diversity and creativity, but also promote goaloriented behavior through instilling a shared vision to integrate individual learning in organizational learning and to balance the need for different types of learning in the corporate entrepreneurship process. Originality/value: The paper articulates the different learning styles and mechanisms involved in the exploratory and exploitative learning and then elaborates on the role of organizational diversity and shared vision on resolving the paradox of exploration and exploitation. Paper type: Conceptual paper

Information about this Version

This is a Published version
This version's date is: 2009
This item is peer reviewed

Link to this Version

https://repository.royalholloway.ac.uk/items/d081dd64-36ce-8161-fb9c-788204039802/1/

Item TypeJournal Article
TitleOrganizational diversity and shared vision: resolving the paradox of exploratory and exploitative learning
AuthorsWang, Catherine
Rafiq, Mohammed
DepartmentsFaculty of History and Social Science\Management

Identifiers

doi10.1108/14601060910928184

Deposited by Al Dean (ZSRA118) on 09-Mar-2010 in Royal Holloway Research Online.Last modified on 07-Jan-2011

Notes

(C) 2009 Emerald, whose permission to mount this version for private study and research is acknowledged.  The repository version is the author's final draft.

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