프로젝트 경험이 프로젝트 성과에 미치는 영향

Abstract

The assignment of exploration on individuals provides challenging work environments, while it generates high levels of complexity. On the other hand, the assignment of exploitation on individuals offers less challenging work environments, while it makes low levels of complexity. Give the characteristics of exploration and exploitation, I argue that the assignments of both exploration and exploitation create the favorable work environments to individuals. Developed hypotheses were tested using a logit regression from a sample of 168 project managers in a R&D center. I found that a manager who experienced exploitation project(s) is positively related to higher performance in exploitation project(s). In addition, a manager who experienced both exploitation and exploration projects are found to be positively associated with higher project performance.