Dynamic Decision Making: A Model of Senior Leaders Managing Strategic Paradoxes
通过比较六个高层管理团队同时探索和利用的定性数据，构建了一个动态决策模型，揭示战略悖论如何被有效应对，并阐明困境与悖论的交织、不一致的处理模式以及分化与整合实践的必要性。
Senior leaders increasingly embed paradoxes into their organization's strategy, but struggle to manage them effectively. To better understand how they do so, I compared in-depth qualitative data from six top management teams exploring and exploiting simultaneously. The results informed a model of dynamic decision making in which strategic paradoxes can be effectively engaged. The details of this dynamic decision-making model extend and complicate our understanding of managing paradoxes by depicting dilemmas and paradoxes as interwoven, explicating a consistently inconsistent pattern of addressing tensions, and framing both differentiating and integrating practices as necessary for engaging paradox.