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Exploration and Exploitation in Parallel Problem Solving: Effect of Imitation Strategy and Network Structure

Exploration and Exploitation in Parallel Problem Solving: Effect of Imitation Strategy and Network Structure

Hua Zhang, Youmin Xi
Copyright: © 2010 |Volume: 1 |Issue: 3 |Pages: 13
ISSN: 1947-8208|EISSN: 1947-8216|EISBN13: 9781609609795|DOI: 10.4018/jkss.2010070105
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MLA

Zhang, Hua, and Youmin Xi. "Exploration and Exploitation in Parallel Problem Solving: Effect of Imitation Strategy and Network Structure." IJKSS vol.1, no.3 2010: pp.55-67. http://doi.org/10.4018/jkss.2010070105

APA

Zhang, H. & Xi, Y. (2010). Exploration and Exploitation in Parallel Problem Solving: Effect of Imitation Strategy and Network Structure. International Journal of Knowledge and Systems Science (IJKSS), 1(3), 55-67. http://doi.org/10.4018/jkss.2010070105

Chicago

Zhang, Hua, and Youmin Xi. "Exploration and Exploitation in Parallel Problem Solving: Effect of Imitation Strategy and Network Structure," International Journal of Knowledge and Systems Science (IJKSS) 1, no.3: 55-67. http://doi.org/10.4018/jkss.2010070105

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Abstract

In previous studies on coordinating exploration-exploitation activities, much attention has been paid on network structures while the roles played by actors’ strategic behavior have been largely ignored. In this paper, the authors extend March’s simulation model on parallel problem solving by adding structurally equivalent imitation. In this way, one can examine how the interaction of network structure with agent behavior affects the knowledge process and finally influence group performance. This simulation experiment suggests that under the condition of regular network, the classical trade-off between exploration and exploitation will appear in the case of the preferentially attached network when agents adopt structure equivalence imitation. The whole organization implicitly would be divided into independent sub-groups that converge on different performance level and lead the organization to a lower performance level. The authors also explored the performance in the mixed organization and the management implication.

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