Exploratory learning and exploitative learning in different organizational structures

Although the significant performance implications of exploratory learning and exploitative learning have been well documented, the issue of whether they are complementarities or substitutes still remains a puzzle. This study investigates the relationship between exploratory learning and exploitative learning in different organizational structures. Based on a survey of Chinese firms, we find that exploratory learning and exploitative learning are substitutes when the organizational structure is mechanistic, and they are complementarities when the organizational structure is organic. Overall, this study joins the debate on the relationship between exploratory learning and exploitative learning by connecting different perspectives with the characteristics of organizational structure to offer a more comprehensive understanding on such an issue.