Exploration and Exploitation in Organizational Learning
E1330958
UNEXPLORED
Exploration and Exploitation in Organizational Learning is a seminal 1991 article by James G. March that introduced the influential distinction between exploratory innovation and exploitative refinement in organizational decision-making and learning.
All labels observed (1)
| Label | Occurrences |
|---|---|
| Exploration and Exploitation in Organizational Learning canonical | 1 |
How this entity was disambiguated
This entity first appeared as the object of triple T18562194 — resolving that mention is where its identity was fixed. The disambiguator weighed these candidate entities and picked the highlighted one (or “None”, minting a new entity). This is how homonymy is resolved: the same surface form can point to different entities.
NED1
Entity disambiguation (via context triple)
gpt-5-mini-2025-08-07
Target entity: Exploration and Exploitation in Organizational Learning Context triple: [James Gardner March, notableWork, Exploration and Exploitation in Organizational Learning]
-
A.
The Pursuit of Organizational Intelligence
The Pursuit of Organizational Intelligence is a scholarly work by James G. March that explores how organizations learn, make decisions, and adapt under conditions of ambiguity and limited rationality.
-
B.
A Dynamic Theory of Organizational Knowledge Creation
A Dynamic Theory of Organizational Knowledge Creation is a foundational scholarly article by Ikujiro Nonaka that explains how organizations systematically create, share, and transform knowledge through dynamic processes.
-
C.
On Incentives and Control in Organizations
"On Incentives and Control in Organizations" is an influential doctoral thesis in economics that develops foundational theories on how incentive structures and control mechanisms shape behavior and performance within firms.
-
D.
Managing Flow: A Process Theory of the Knowledge-Based Firm
Managing Flow: A Process Theory of the Knowledge-Based Firm is a management book that develops a process-oriented theory of how organizations create, share, and utilize knowledge to achieve innovation and competitive advantage.
-
E.
SECI model of knowledge creation
The SECI model of knowledge creation is a framework in knowledge management that explains how tacit and explicit knowledge are continuously converted and amplified through four modes—socialization, externalization, combination, and internalization—within organizations.
- F. None of above. chosen
- G. Unsure - the case is ambiguous/there is not enough information to decide.
NED2
Entity disambiguation (via description)
gpt-5-mini-2025-08-07
Target entity: Exploration and Exploitation in Organizational Learning Target entity description: Exploration and Exploitation in Organizational Learning is a seminal 1991 article by James G. March that introduced the influential distinction between exploratory innovation and exploitative refinement in organizational decision-making and learning.
-
A.
The Pursuit of Organizational Intelligence
The Pursuit of Organizational Intelligence is a scholarly work by James G. March that explores how organizations learn, make decisions, and adapt under conditions of ambiguity and limited rationality.
-
B.
A Dynamic Theory of Organizational Knowledge Creation
A Dynamic Theory of Organizational Knowledge Creation is a foundational scholarly article by Ikujiro Nonaka that explains how organizations systematically create, share, and transform knowledge through dynamic processes.
-
C.
On Incentives and Control in Organizations
"On Incentives and Control in Organizations" is an influential doctoral thesis in economics that develops foundational theories on how incentive structures and control mechanisms shape behavior and performance within firms.
-
D.
Managing Flow: A Process Theory of the Knowledge-Based Firm
Managing Flow: A Process Theory of the Knowledge-Based Firm is a management book that develops a process-oriented theory of how organizations create, share, and utilize knowledge to achieve innovation and competitive advantage.
-
E.
SECI model of knowledge creation
The SECI model of knowledge creation is a framework in knowledge management that explains how tacit and explicit knowledge are continuously converted and amplified through four modes—socialization, externalization, combination, and internalization—within organizations.
- F. None of above. chosen
Referenced by (1)
Full triples — surface form annotated when it differs from this entity's canonical label.