Continuity and change in theories of organizational action
By: MARCH, James G
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ArticlePublisher: Ithaca : Johnson Graduate School of Management, June 1996Administrative Science Quarterly 41, 2, p. 278-287Abstract: Most theories of adaptation assume that effective learning requires a balance between exploration and exploitation but that such a balance is continually threatened by tendencies for both exploration and exploitation to be self-reinforcing. I tell a morality tale within such a frame about the past forty years in the study of organizational. The tale emphasizes the struggle of students of organizational action to maintain a rough balance between openness and discipline, thus proclaiming both the possibility of a balanced virtue and its rewards - truly romantic story
Most theories of adaptation assume that effective learning requires a balance between exploration and exploitation but that such a balance is continually threatened by tendencies for both exploration and exploitation to be self-reinforcing. I tell a morality tale within such a frame about the past forty years in the study of organizational. The tale emphasizes the struggle of students of organizational action to maintain a rough balance between openness and discipline, thus proclaiming both the possibility of a balanced virtue and its rewards - truly romantic story
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