例句與造句

1. One is architectural or structural ambidexterity, which uses dual organizational structures and strategies to differentiate efforts towards exploitation and exploration.
2. The other approach is contextual ambidexterity, which uses behavioral and social means to integrate exploitation and exploration at the organizational unit level.
3. New interest in geothermal energy resulted in 2000 in the promulgation of the Law of Geothermal Concessions that regulates exploitation and exploration of geothermal resources.
4. In future studies, the different organizational ambidexterity configurations can be compared to find a better solution for dealing with the exploitation and exploration paradox.
5. Contextual ambidexterity is a balanced type that takes a mid-level position between exploitation and exploration, also known as parallel structures or hybrid strategies.
6. It's difficult to find exploitation and exploration in a sentence. 用exploitation and exploration造句挺難的
7. From the other point of view ( contextual ambidexterity ), firms ought to address exploitation and exploration simultaneously and internally to achieve the goal ambidexterity.
8. To achieve contextual ambidexterity within a company it is important to find the right balance in the relationship between exploitation and exploration ( G黷tel, Konlechner 2009, p . 167 ).
9. Likewise, " A Huey P . Newton Story " can plunge you into the maelstrom of the 1960s and'70s, into all that action, idealism, trauma, rage, exploitation and exploration.
10. Things such as reconciling exploitation and exploration, the simultaneity of induced and autonomous strategy processes, synchronizing incremental and discontinuous innovation, and balancing search and stability also tend to refer to the same underlying construct as ambidextrous organization.
11. Noting that ambidextrous organizations require significant amounts of mobilization, coordination, and integration activities to maintain both exploitation and exploration, informal and social integration of the senior team as well as the cross-functional interfaces of the formal organization contribute to the success of organizational ambidexterity significantly ( Jansen, Tempelaar, van den Bosch, & Volberda, 2009 ).