This paper investigates the impact of different organizational structures (in terms of human resource management practices (HRMP) and R&D organization) and shop floor workers' competences on the introduction of exploitative and explorative technological innovation via specific learning processes.
We propose and test a conceptual model suggesting that the underlying learning processes of exploitation and exploration are mirrored in different organizational structures as well as workers' competences: exploitative technological innovation is associated to learning by doing and learning by using, and explorative technological innovation to learning by searching.