【正文】 也可以作為正規(guī)市場的預(yù)測試，這樣使公司避免大規(guī)模的組織失靈。雖然創(chuàng)業(yè)和創(chuàng)新或?qū)W習的文獻是重疊的，但它們并不相同。值得注意的是，一系列的創(chuàng)業(yè)機遇比創(chuàng)新更加廣泛。然而前者定義機遇來源于商業(yè)，面對新奇和不確定性的動態(tài)過程；后者試著企業(yè)的日常經(jīng)營活動。創(chuàng)新和組織學習方面的文獻傾向于在某種意義上對比探索和開發(fā)利用，前者被看作是面向未來的，后者被認為是過去的成就，并表示公司是在常規(guī)的模式下運行(Benner and Tushman, 2003。 Sherman and Keller, 2011。 Smith and Tushman, 2005。 Uotila et al., 2009)。然而，在創(chuàng)業(yè)文獻中“機遇實現(xiàn)”的概念中有著有活力的內(nèi)涵，這與在創(chuàng)新和組織學習文獻中“開發(fā)利用”的概念是相反的。因此，當我們實現(xiàn)機遇時，公司應(yīng)該部署行動，對新的活動、關(guān)系、發(fā)現(xiàn)、發(fā)明或創(chuàng)新進行投資(Benner and Tushman, 2003。 Gupta et al., 2006。 Jansen et al., 2009)。正因為如此，機遇實現(xiàn)有著動態(tài)的影響。它可能通過創(chuàng)造新的系統(tǒng)和流程來填補公司技術(shù)空隙，從而使公司有更強的競爭力和創(chuàng)新性。它也創(chuàng)造了新的發(fā)展方式和利潤源泉，這促進了企業(yè)探索，確保在新舉措中的投資，同時讓公司能夠緊跟技術(shù)的變革。參考文獻：Acemoglul, D., Akcigit, U. and Celik, M. (2014) Young, restless and creative: Openness to disruption and creative innovations. NBER Working Paper no. 19894, February. 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