Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams
研究了高层管理团队如何通过矛盾认知（包括阐述矛盾框架、区分现有产品与创新的战略架构、以及整合这些战略架构）来同时进行探索和利用，以实现持续的组织绩效。
Sustained organizational performance depends on top management teams effectively exploring and exploiting. These strategic agendas are, however, associated with contradictory organizational architectures. Using the literature on paradox, contradictions, and conflict, we develop a model of managing strategic contradictions that is associated with paradoxical cognition—senior leaders and/or their teams (a) articulating a paradoxical frame, (b) differentiating between the strategy and architecture for the existing product and those for innovation, and (c) integrating between those strategies and architectures. We further argue that the locus of paradox in top management teams resides either with the senior leader or with the entire team. We identify a set of top management team conditions that facilitates a team’s ability to engage in paradoxical cognitive processes.