In his 1991 publication, March uses an organizational learning metaphor to illustrate the concept of continuum conception of exploration and exploitation. As such, exploration has been defined as the allocation of resources towards experimentation, while exploitation is about emphasizing on execution. Formally, Marchs model entails fashioning organizational knowledge by a collective human capital (CHC). Indeed, CHC encompasses both real and misaligned beliefs by members, while organizational knowledge involves organizational knowledge that has been validated. This form of knowledge is reserved in the procedures, rules, norms, and databases, as well as other organizational artefacts. In regard to the continuum conception, the computational experiments by March suggest that exploration is better in comparison to exploitation. The provided article demonstrates that the opposite is true when an organization has a lower CHC that what was assumed by March. The research points out the mistake of assuming an inverted relation between exploration extent and outcome. It is the CHC level that determines if the organization should focus on exploitation or exploration. This model provides support to the managements intention for exploitation or exploration through choosing on optimal level of CHC. The discussion reiterates the need for a new balance after determining least activities that are not preferred among exploitation and exploration