Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams

Published Online:https://doi.org/10.1287/orsc.1050.0134

References

  • Abernathy W., Clark K. Innovation: Mapping the winds of creative destruction. Res. Policy (1985) 14:3–22CrossrefGoogle Scholar
  • Adler P. S., Goldoftas B., Levine E. Flexibility vs. efficiency? A case study of model changeovers in the Toyota product system. Organ. Sci. (1999) 10:43–68LinkGoogle Scholar
  • Adner R., Helfat C. Corporate effects and dynamic managerial capabilities. Strategic Management J. (2002) 24(10):1011–1025CrossrefGoogle Scholar
  • Aldrich H.Organizations Evolving (1999) (Sage Publications, Thousand Oaks, CA) Google Scholar
  • Amabile T. M.Creativity in Context (1996) (Westview Press, Boulder, CO) Google Scholar
  • Ancona D. G., Nadler D. A. Top hats and executive tales: Designing the senior team. Sloan Management Rev. (1989) 31(1):19–28Google Scholar
  • Anderson P., Tushman M. Organizational environments and industry exit: The effects of uncertainty, munificence and complexity. Indust. Corporate Change (2001) 10(3):675–711CrossrefGoogle Scholar
  • Argyris C., Schoen D. A.Organizational Learning: A Theory of Action Perspective (1978) (Addison-Wesley, Reading, MA) Google Scholar
  • Audia P. G., Locke E. A., Smith K. G. The paradox of success: An archival and a laboratory study of strategic persistence following radical environmental change. Acad. Management J. (2000) 43(5):837–853CrossrefGoogle Scholar
  • Bantel K. A., Jackson S. E. Top management and innovations in banking: Does composition of the top team make a difference? Strategic Management J. (1989) 10:107–124CrossrefGoogle Scholar
  • Barnard C.The Functions of the Executive (1968) 2nd ed.(Harvard University Press, Cambridge, MA) Google Scholar
  • Bazerman M.Judgment in Managerial Decision Making (1998) 4th ed.(Wiley, New York) Google Scholar
  • Bazerman M., Watkins M.Predictable Surprises: The Disasters You Should Have Seen and How to Prevent Them (2004) (Harvard Business School Press, Boston, MA) Google Scholar
  • Benner M., Tushman M. Process management and technological innovation: A longitudinal study of the photography and paint industry. Admin. Sci. Quart. (2002) 47:676–706CrossrefGoogle Scholar
  • Brown S. L., Eisenhardt K. M. The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Admin. Sci. Quart. (1997) 42(1):1–34CrossrefGoogle Scholar
  • Bunderson J. S. Team member functional background and involvement in management teams: Direct effects and the moderating role of power centralization. Acad. Management J. (2003) 46(4):458–474CrossrefGoogle Scholar
  • Bunderson J. S., Sutcliffe K. M., Sondak H. Why some teams emphasize learning more than others: Evidence from business unit management teams. Toward Phenomenology of Groups and Group Membership (2002) 4(Elsevier Science, Oxford, UK) 49–84CrossrefGoogle Scholar
  • Bunderson J. S., Sutcliffe K. M. Management team learning orientation and business unit performance. J. Appl. Psych. (2003) 88(3):552–560CrossrefGoogle Scholar
  • Cameron K., Quinn R., Quinn R., Cameron K. Organizational paradox and transformation. Paradox and Transformation (1988) (Ballinger Publishing Company, Cambridge, MA) 1–18Google Scholar
  • Chandler A. D.Strategy and Structure: Chapters in the History of the Industrial Enterprise (1962) (MIT Press, Cambridge, MA) Google Scholar
  • Chesbrough H. Graceful exits and missed opportunities. Bus. Hist. Rev. (2002) 76:803–837CrossrefGoogle Scholar
  • Christensen C.The Innovator’s Dilemma (1997) 2nd ed.(HarperCollins, New York) Google Scholar
  • Collins J., Porras J.Built to Last: Successful Habits of Visionary Companies (1997) (Harper Business, New York) Google Scholar
  • Daft K. Weick. Toward a model of organizations as interpretation systems. Acad. Management Rev. (1984) 9:284–295CrossrefGoogle Scholar
  • D’Aveni W.Hypercompetition: Managing the Dynamics of Strategic Maneuvering (1994) (Free Press, New York) Google Scholar
  • Denison D., Hooijberg R., Quinn R. Paradox and performance: Toward a theory of behavioral complexity in managerial leadership. Organ. Sci. (1995) 6:524–540LinkGoogle Scholar
  • Deutsch M.The Resolution of Conflict (1973) (Yale University Press, New Haven, CT) CrossrefGoogle Scholar
  • Dosi G. Technological paradigms and technological trajectories. Res. Policy (1982) 11:147–162CrossrefGoogle Scholar
  • Dutton J., Ashford S. Selling issues to top management. Acad. Management Rev. (1993) 18(3):397–428CrossrefGoogle Scholar
  • Dutton J. E., Jackson S. E. Categorizing strategic issues: Links to organizational action. Acad. Management Rev. (1987) 12(1):76–90CrossrefGoogle Scholar
  • Edmondson A. Psychological safety and learning behavior in work teams. Admin. Sci. Quart. (1999) 44(4):350–383CrossrefGoogle Scholar
  • Edmondson A., Roberto M. A., Watkins M. D. A dynamic model of top management team effectiveness: Managing unstructured task streams. Leadership Quart. (2003) 14(3):297–325CrossrefGoogle Scholar
  • Eisenhardt K., Westcott B., Quinn R., Cameron K. Paradoxical demands and the creation of excellence: The case of just-in-time manufacturing. Paradox and Transformation: Toward a Theory of Change in Organization and Management (1988) (Ballinger Publishing Company, Cambridge, MA) 169–194Google Scholar
  • Eisenhardt K. M., Zbaracki M. J. Strategic decision making. Strategic Management J. (1992) 13:17–37CrossrefGoogle Scholar
  • Eisenhardt K. M., Kahwajy J. L., Bourgeois L. J. I. Conflict and strategic choice: How top management teams disagree. California Management Rev. (1997) 39(2):42–62CrossrefGoogle Scholar
  • Ely R. J., Thomas D. A. Cultural diversity at work: The moderating effects of work group perspectives on diversity. Admin. Sci. Quart. (2001) 46:229–273CrossrefGoogle Scholar
  • Festinger L.A Theory of Cognitive Dissonance (1957) (Row Peterson, Evanston, IL) CrossrefGoogle Scholar
  • Finkelstein S., Hambrick D.Strategic Leadership: Top Executives and Their Effects on Organizations (1996) (West Publishing Company, Minneapolis/St. Paul, MN) Google Scholar
  • Flynn F., Chatman J., Cooper C., Cartwright S., Earley C. Strong cultures and innovation: Oxymoron and opportunity? International Handbook of Organizational Culture and Climate (2001) (J. Wiley, Chichester, England) 263–287Google Scholar
  • Follett M. P., Graham P. Constructive conflict. Mary Parker Follett: Prophet of Management (1925/1996) (Harvard Business School Press, Boston, MA) Google Scholar
  • Ford J., Backoff R., Quinn R., Cameron K. Organizational change in and out of dualities and paradox. Paradox and Transformation. (1988) (Ballinger Publishing Company, Cambridge, MA) 81–121Google Scholar
  • Frankel V. Paradoxical intention. Amer. J. Psychotherapy (1960) 14:520–535CrossrefGoogle Scholar
  • Gatignon H., Tushman M. L., Smith W., Anderson P. A structural approach to assessing innovation: Construct development of innovation locus, type, and characteristics. Management Sci. (2002) 48(9):1103–1122LinkGoogle Scholar
  • Gavetti G., Levinthal D. Looking forward and looking backward: Cognitive and experiential search. Admin. Sci. Quart. (2000) 45:113–137CrossrefGoogle Scholar
  • Gibson C. B., Birkinshaw J. The antecedents, consequences, and mediating role of organizational ambidexterity. Acad. Management J. (2004) 47(2):209–226CrossrefGoogle Scholar
  • Gilbert C. Unbundling the structure of inertia: Resource vs. routine rigidity. Acad. Management J. (2005) . ForthcomingCrossrefGoogle Scholar
  • Hackman J. R.Leading Teams: Setting the Stage for Great Performances (2002) (Harvard Business School Press, Boston, MA) CrossrefGoogle Scholar
  • Hambrick D., Staw B. M., Cummings L. Top management groups: A conceptual integration and reconsideration of the “team” label. Research in Organizational Behavior (1994) (JAI Press, Greenwich, CT) 171–214Google Scholar
  • Hannan M., Freeman J. Structural inertia and organizational change. Amer. Sociology Rev. (1984) 49(2):149–164CrossrefGoogle Scholar
  • He Z.-L., Wong P.-K. Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organ. Sci. (2004) 15(4):481–494LinkGoogle Scholar
  • Heenan D., Bennis W.Co-Leaders: The Power of Great Partnership (1999) (John Wiley & Sons, New York) Google Scholar
  • Heider F.The Psychology of Interpersonal Relations (1958) (Wiley, New York) CrossrefGoogle Scholar
  • Hemp P., Stewart T. Leading change when business is good: An interview with Sam Palmisano. Harvard Bus. Rev. (2004) 82(12):60–71Google Scholar
  • Henderson R., Clark K. Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms. Admin. Sci. Quart. (1991) 35:9–30CrossrefGoogle Scholar
  • Huff A. S.Mapping Strategic Thought (1990) (John Wiley and Sons, Chichester, NY) Google Scholar
  • Huff A. S. A current and future agenda for cognitive research in organizations. J. Management Stud. (1997) 34(6):947–952CrossrefGoogle Scholar
  • Kahneman D., Tversky A. Prospect theory: An analysis of decision under risk. Econometrica (1979) 47:263–291CrossrefGoogle Scholar
  • Kaplan S. Framing contests: Strategy making during a technological discontinuity. (2003) (Wharton School, University of Pennsylvania, Philadelphia, PA) . Working paperGoogle Scholar
  • Kaplan S., Murray A., Henderson R. Discontinuities and senior management: Assessing the role of recognition in pharmaceutical firm response to biotechnology. Indust. Corporate Change (2003) 12(4):203–233CrossrefGoogle Scholar
  • Kelley H. H.Attribution in Social Interaction (1971) (General Learning Press, Morristown, NJ) Google Scholar
  • Kerr S. On the folly of rewarding A., while hoping for B. Acad. Management J. (1975) 18(4):769–782CrossrefGoogle Scholar
  • Langer E.Mindfulness (1989) (Addison-Wesley, Boston, MA) Google Scholar
  • Latham G. P., Locke E. A.Goal Setting: A Motivational Technique That Works (1995) 2nd ed.(Prentice Hall, Englewood Cliffs, NJ) Google Scholar
  • Lax D. A., Sebenius J. K.The Manager As Negotiator (1986) (The Free Press, New York) Google Scholar
  • Leana C. R., Barry B. Stability and change as simultaneous experiences in organizational life. Acad. Management Rev. (2002) 25(4):753–761CrossrefGoogle Scholar
  • Leonard-Barton D. A. Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management J. (1992) 13:111–125CrossrefGoogle Scholar
  • Levinthal D., March J. The myopia of learning. Strategic Management J. (1993) 14:95–112CrossrefGoogle Scholar
  • Levitt B., March J. Organizational learning. Annual Rev. Sociology (1988) 14:319–340CrossrefGoogle Scholar
  • Lewis M. Exploring paradox: Toward a more comprehensive guide. Acad. Management Rev. (2000) 25(4):760–776CrossrefGoogle Scholar
  • Linehan M. M.Cognitive-Behavioral Treatment of Borderline Personality Disorders (1993) (Guilford Press, New York) Google Scholar
  • Lorsch J. W., Tierney T. J.Aligning the Stars (2002) (Harvard Business School Press, Boston, MA) Google Scholar
  • March J. Exploration and exploitation in organizational learning. Organ. Sci. (1991) 2:71–87LinkGoogle Scholar
  • March J., Simon H.Organizations (1958) (John Wiley & Sons, New York) Google Scholar
  • Margolis J. D., Walsh J. P. Misery loves company: Rethinking social initiatives by business. Admin. Sci. Quart. (2003) 48(2):268–305CrossrefGoogle Scholar
  • McGinn K. L., Thompson L., Bazerman M. H. Dyadic processes of disclosure and reciprocity in bargaining with communication. J. Behavioral Decision Making (2003) 16(1):17–34CrossrefGoogle Scholar
  • Miles R. E., Snow C. C.Organizational Strategy, Structure and Process (1978) (McGraw-Hill, New York) Google Scholar
  • Milliken F. J., Lant T. K. The effect of an organization’s recent performance history on strategic persistence and change: The role of managerial interpretations. Adv. Strategic Management (1996) 7:129–156Google Scholar
  • Murnighan J. K., Conlon D. The dynamics of intense work groups: A study of British string quartets. Admin. Sci. Quart. (1991) 36:165–186CrossrefGoogle Scholar
  • Nadler D., Tushman M., Nadler D. Designing organizations that have good fit. Organizational Architecture (1992) (Jossey-Bass, San Francisco, CA) Google Scholar
  • Nadler D., Tushman M.Competing By Design (1996) (Oxford University Press, New York) Google Scholar
  • Nemeth C. J., Wachtler J. Creative problem solving as a result of majority vs. minority influence. Eur. J. Soc. Psych. (1983) 13:45–55CrossrefGoogle Scholar
  • Noda T., Bower J. Strategy making as integrated processes of resource allocation. Strategic Management J. (1996) 17:169–192CrossrefGoogle Scholar
  • Nonaka I., Toyama R. A firm as a dialectical being: Towards a dynamic theory of a firm. Indust. Corporate Change (2002) 11(5):995–1009CrossrefGoogle Scholar
  • Paine L. S.Value Shift: Why Companies Must Merge Social and Financial Imperatives to Achieve Superior Performance (2003) (McGraw-Hill, New York) Google Scholar
  • Perlow L., Gittell J. H., Katz N. Conceptualizing patterns of work group interactions. Organ. Sci. (2004) 15(5):520–536LinkGoogle Scholar
  • Pinkley R. L. Dimensions of conflict frame: Disputant interpretations of conflict. J. Appl. Psych. (1990) 75:117–126CrossrefGoogle Scholar
  • Poole M. S., Van de Ven A. Using paradox to build management and organizational theory. Acad. Management Rev. (1989) 14:562–578CrossrefGoogle Scholar
  • Porter R.Presidential Decision Making: The Economic Policy Board (1980) (Cambridge University Press, Cambridge, UK) Google Scholar
  • Quinn R., Hunt J. G., Steward R., Schriesheim C., Hosking D. Applying the competing values approach to leadership: Toward an integrative model. Leaders and Managers: International Perspectives on Managerial Behavior and Leadership. (1984) (Paragon, New York) 10–27CrossrefGoogle Scholar
  • Repenning N. A simulation-based approach to understanding the dynamics of innovation implementation. Organ. Sci. (2002) 13(2):109–127LinkGoogle Scholar
  • Rivkin J. W., Siggelkow N. Balancing search and stability: Interdependencies among elements of organizational design. Management Sci. (2003) 49(3):290–312LinkGoogle Scholar
  • Romanelli E., Tushman M. L. Organizational transformation as punctuated equilibrium: An empirical test. Acad. Management J. (1994) 37(5):1141–1167CrossrefGoogle Scholar
  • Rothenberg A.The Emerging Goddess (1979) (University of Chicago Press, Chicago, IL) Google Scholar
  • Sherif M., Hinton B. L., Reits H. J. Superordinate goals in the reduction of intergroup conflict. Groups and Organizations (1971) (Wadsworth, Belmont, CA) Google Scholar
  • Sherif M., Harvey O. J., White B. J., Hood W. R., Sherif C. W.Intergroup Conflict and Cooperation: The Robbers Cave Experiment (1961) (University of Oklahoma Book Exchange, Norman, OK) Google Scholar
  • Siggelkow N., Levinthal D. Temoprarily divide to conquer: Centralized, decentralized, and reintegrated organizational approaches to exploration and adaptation. Organ. Sci. (2003) 14:650–669LinkGoogle Scholar
  • Smith K., Berg D.Paradoxes of Group Life (1987) (Josey-Bass Publishers, San Francisco, CA) Google Scholar
  • Steiner I.Group Processes and Productivity (1972) (Academic Press, New York) Google Scholar
  • Suedfeld P., Tetlock P., Streufert S., Smith C., Atkinson J., McClelland D., Verof J. Conceptual/integrative complexity. Motivation and Personality: Handbook of Thematic Content Analysis (1992) (Cambridge University Press, Cambridge, England) 393–400CrossrefGoogle Scholar
  • Sull D. The dynamics of standing still: Firestone tire and rubber and the radial revolution. Bus. Hist. Rev. (1999) 73:430–464CrossrefGoogle Scholar
  • Sull D., Tedlow R., Rosenbloom R. Managerial commitments and technology change in the US tire industry. Bus. Hist. Rev. (1997) 73:430–464CrossrefGoogle Scholar
  • Sundaramurthy C., Lewis M. Control and collaboration: Paradoxes of governance. Acad. Management Rev. (2003) 28(3):397–415CrossrefGoogle Scholar
  • Sutton R.Weird Ideas That Work (2002) (Free Press, New York) Google Scholar
  • Teece D., Pisano G., Shuen A. Dynamic capabilities and strategic management. Strategic Management J. (1997) 18(7):509–533CrossrefGoogle Scholar
  • Tetlock P. E., McGraw A. P., Kristel O., Haslam N. Proscribed forms of social cognition: Taboo tradeoffs, blocked exchanges, forbidden base rates, and heretical counterfactuals. Relational Models Theory: A Contemporary Overview (2004) (Erlbaum, Mahway, NJ) Google Scholar
  • Thompson J.Organizatons in Action: Social Science Bases of Administrative Theory (1967) (Mcgraw-Hill, New York) Google Scholar
  • Tripsas M., Gavetti G. Capabilities, cognition and inertia: Evidence from digital imaging. Strategic Management J. (2000) 18(Summer):119–142Google Scholar
  • Tushman M. L., O’Reilly C. A. I. Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Rev. (1996) 38(4):8–30CrossrefGoogle Scholar
  • Tushman M., O’Reilly C. A.Winning Through Innovation (1997) (Harvard Business School Press, Boston, MA) CrossrefGoogle Scholar
  • Tushman M., Romanelli E., Staw B. M., Cummings L. Organizational evolution: A metamorphosis model of convergence and reorientation. Research in Organizational Behavior (1985) (JAI Press, Greenwich, CT) 171–222Google Scholar
  • Tushman M., Smith W. K., Baum J. Organizational technology. Companion to Organizations (2002) (Blackwell, Malden, MA) 386–414Google Scholar
  • Tushman M., Smith W., Wood R., Westerman G., O’Reilly C.Innovation Streams and Ambidextrous Organizational Forms (2002) (Working paper, Harvard Business School, Boston, MA) Google Scholar
  • Tyre M., von Hippel E. The situated nature of adaptive learning in organizations. Organ. Sci. (1997) 8(1):71–83LinkGoogle Scholar
  • Van de Ven A., Poley D., Garud R., Venkataraman S.The Innovation Journey (1999) (Oxford Press, New York) Google Scholar
  • Virany B., Tushman M., Romanelli E. Executive succession and organizational outcomes in turbulent environments: An organizational learning approach. Organ. Sci. (1992) 3(1):72–92LinkGoogle Scholar
  • Voorhees B. Toward duality theory. General Systems Bull. (1986) 16(2):58–61Google Scholar
  • Wageman R. How leaders foster self managing team effectiveness: Design choices versus hands-on coaching. Organ. Sci. (2001) 12(5):559–577LinkGoogle Scholar
  • Walsh J. P. Managerial and organizational cognition: Notes from a trip down memory lane. Organ. Sci. (1995) 6(3):280–321LinkGoogle Scholar
  • Walton R. E., McKersie R. B.A Behavioral Theory of Labor Negotiations (1965) (McGraw Hill, New York) Google Scholar
  • Wegner D., Mullen B., Goethals R. Transactive memory: A contemporary analysis of group mind. Theories of Group Behavior (1986) (Springer-Verlag, New York) 185–208Google Scholar
  • Weick K., Staw B. M. Cognitive processes in organizations. Research in Organizational Behavior (1979) (JAI Press, Greenwich, CT) 41–74Google Scholar
  • Weick K., Roberts K. H. Collective mind in organizations: Heedful interrelating on flight decks. Admin. Sci. Quart. (1993) 38(3):357–382CrossrefGoogle Scholar
  • Weick K., Sutcliffe K. M., Obstfeld D., Sutton R. I., Staw B. M. Organizing for high reliability: Processes of collective mindfulness. Research in Organizational Behavior (1999) (JAI Press, Stamford, CT) 81–123Google Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.