{"title":"组织学习与企业竞争优势的演化","authors":"Chien-Nan Chen , Jun-You Lin","doi":"10.1016/j.jengtecman.2023.101780","DOIUrl":null,"url":null,"abstract":"<div><p>How do firms manage timing and transitions when changes occur in the level of their competitive advantage? This study explores the relationship between firms’ organizational learning and the evolution of their competitive advantage to ascertain when a firm should switch between exploitation and exploration learning as its competitive advantage changes. This study utilizes a sample of <em>Tech 100 in Taiwan</em> from 2000 to 2013 to test our arguments. The findings suggest that firms invest more resources in exploitation to build and sustain their competitive advantage. Conversely, they invest more resources in exploration when their competitive advantage faces erosion. The results indicate that firms adopt a punctuated equilibrium learning pattern, which balances the transition between exploration and exploitation over time to enable the adaptation to highly competitive environments. Furthermore, firms must take precautions to not fall into the success trap caused by excessive exploitation but should rather strengthen their abilities to conduct effective exploration in organizational learning. These findings offer important advances to our understanding of the competitive advantage evolution of firms’ organizational learning.</p></div>","PeriodicalId":50209,"journal":{"name":"Journal of Engineering and Technology Management","volume":"70 ","pages":"Article 101780"},"PeriodicalIF":3.7000,"publicationDate":"2023-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Organizational learning and the evolution of firms’ competitive advantage\",\"authors\":\"Chien-Nan Chen , Jun-You Lin\",\"doi\":\"10.1016/j.jengtecman.2023.101780\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<div><p>How do firms manage timing and transitions when changes occur in the level of their competitive advantage? This study explores the relationship between firms’ organizational learning and the evolution of their competitive advantage to ascertain when a firm should switch between exploitation and exploration learning as its competitive advantage changes. This study utilizes a sample of <em>Tech 100 in Taiwan</em> from 2000 to 2013 to test our arguments. The findings suggest that firms invest more resources in exploitation to build and sustain their competitive advantage. Conversely, they invest more resources in exploration when their competitive advantage faces erosion. The results indicate that firms adopt a punctuated equilibrium learning pattern, which balances the transition between exploration and exploitation over time to enable the adaptation to highly competitive environments. Furthermore, firms must take precautions to not fall into the success trap caused by excessive exploitation but should rather strengthen their abilities to conduct effective exploration in organizational learning. These findings offer important advances to our understanding of the competitive advantage evolution of firms’ organizational learning.</p></div>\",\"PeriodicalId\":50209,\"journal\":{\"name\":\"Journal of Engineering and Technology Management\",\"volume\":\"70 \",\"pages\":\"Article 101780\"},\"PeriodicalIF\":3.7000,\"publicationDate\":\"2023-10-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Engineering and Technology Management\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://www.sciencedirect.com/science/article/pii/S0923474823000504\",\"RegionNum\":3,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"BUSINESS\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Engineering and Technology Management","FirstCategoryId":"91","ListUrlMain":"https://www.sciencedirect.com/science/article/pii/S0923474823000504","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"BUSINESS","Score":null,"Total":0}
Organizational learning and the evolution of firms’ competitive advantage
How do firms manage timing and transitions when changes occur in the level of their competitive advantage? This study explores the relationship between firms’ organizational learning and the evolution of their competitive advantage to ascertain when a firm should switch between exploitation and exploration learning as its competitive advantage changes. This study utilizes a sample of Tech 100 in Taiwan from 2000 to 2013 to test our arguments. The findings suggest that firms invest more resources in exploitation to build and sustain their competitive advantage. Conversely, they invest more resources in exploration when their competitive advantage faces erosion. The results indicate that firms adopt a punctuated equilibrium learning pattern, which balances the transition between exploration and exploitation over time to enable the adaptation to highly competitive environments. Furthermore, firms must take precautions to not fall into the success trap caused by excessive exploitation but should rather strengthen their abilities to conduct effective exploration in organizational learning. These findings offer important advances to our understanding of the competitive advantage evolution of firms’ organizational learning.
期刊介绍:
The Journal of Engineering and Technology Management (JET-M) is an international scholarly refereed research journal which aims to promote the theory and practice of technology, innovation, and engineering management.
The journal links engineering, science, and management disciplines. It addresses the issues involved in the planning, development, and implementation of technological capabilities to shape and accomplish the strategic and operational objectives of an organization. It covers not only R&D management, but also the entire spectrum of managerial concerns in technology-based organizations. This includes issues relating to new product development, human resource management, innovation process management, project management, technological fusion, marketing, technological forecasting and strategic planning.
The journal provides an interface between technology and other corporate functions, such as R&D, marketing, manufacturing and administration. Its ultimate goal is to make a profound contribution to theory development, research and practice by serving as a leading forum for the publication of scholarly research on all aspects of technology, innovation, and engineering management.