Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis
Organization Science
QI '09 Proceedings of the 3rd International Symposium on Quantum Interaction
Ambidexterity in Technology Sourcing: The Moderating Role of Absorptive Capacity
Organization Science
Perspective---The Interdependence of Private and Public Interests
Organization Science
Coordinating e-government service delivery
Proceedings of the 11th Annual International Digital Government Research Conference on Public Administration Online: Challenges and Opportunities
CROSSROADS---Organizing for Fluidity? Dilemmas of New Organizational Forms
Organization Science
PERSPECTIVE---Collective Intelligence in the Organization of Science
Organization Science
An empirical investigation of the relationship of IS strategy with firm performance
The Journal of Strategic Information Systems
PERSPECTIVE: Toward a Behavioral Theory of Strategy
Organization Science
International Journal of Networking and Virtual Organisations
Organizing for Innovation in the Digitized World
Organization Science
Manufacturing & Service Operations Management
The Journal of Strategic Information Systems
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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.