Although　the　significant　performance　implications　of　exploratory　learning　and　exploitative　learning　have　been　well　documented,　the　issue　of　whether　they　are　complementarities　or　substitutes　still　remains　a　puzzle.　This　study　investigates　the　relationship　between　exploratory　learning　and　exploitative　learning　in　different　organizational　structures.　Based　on　a　survey　of　Chinese　firms,　we　find　that　exploratory　learning　and　exploitative　learning　are　substitutes　when　the　organizational　structure　is　mechanistic,　and　they　are　complementarities　when　the　organizational　structure　is　organic.　Overall,　this　study　joins　the　debate　on　the　relationship　between　exploratory　learning　and　exploitative　learning　by　connecting　different　perspectives　with　the　characteristics　of　organizational　structure　to　offer　a　more　comprehensive　understanding　on　such　an　issue.