Study On Ambidextrous Learning Transversion Of D Company In Latecomer Context

D Companyis one of the important enterprises in the electric power equipment industry in China.After decades of development,it has achieved technology catch-up compared to domestic and foreign leading enterprises in some technical fields.The company has grown from a typical latecomer to an industry leader,which is representative for studying the learning behavior strategies of Chinese latecomers.Latecomer enterprises often lack original capabilities and corresponding resources,so they are not competitive enough to face the market alone.In order to achieve the survival and development of enterprises,they have to seek external resource support,but also deepen the dependence of domestic customers on foreign leading enterprise technology.For the above reasons,latecomers need to face the dual dependence of foreign leading companies on technology and domestic market inertia,and are threatened by increased dependence.In order to break away from this dual dependence on technology and market resources,latecomers need to adapt to rapidly changing markets and technologies.On the one hand,they can quickly reduce the gap with leading companies by continuously utilizing external resources through exploitative learning,and on the other hand,they can achieve technological catch-up through independent innovation through enhanced exploratory learning.However,for latecomers,how to maintain a dynamic balance between the two learning modes according to their own development needs,thereby alleviating the dual dependence of latecomers,and ultimately achieving technology catch-up is a great challenge.This article adopts a longitudinal single case study method,from the dual dependence context of latecomer companies on the technology and market,combines relevant theory of ambidextrous learning,taking D Company as the research object,to divide the entire process of its nuclear power development into stages and describe the case.Then,through the evolution analysis of learning behavior in the phased case development path,it studies the learning transformation process of enterprise object,and forms a summary and inspiration for the case analysis.It provides a reference for the technology catch-up practices of peer companies and latecomers in similar industries.Through the discussion and analysis of this case,the final conclusions are as follows: First,D Company actively develops ambidextrous learning strategies based on changes in market demand,quickly and reasonably adjusts the intensity and internal proportion of ambidextrous learning,pays attention to the development of exploratory learning and complements the scope of exploitative learning,expands the boundaries of exploitative learning to enhance the effectiveness of exploratory learning,This is the external driving factor behind the positive cycle of the company’s ambidextrous learning transformation.Second,D Company has shaped and adhered to its excellent tradition and culture,defined guidelines for firmly building exploratory learning and mastering high-level independent technological capabilities within its capabilities.After highly refining this tradition and culture,it has formed the Dongqi spirit with hard work,independent innovation,and dare to climb the peak as the important core,which is the internal driving factor for the positive cycle of ambidextrous learning transformation of the company.