Adaptation on rugged landscapes
Management Science
The innovator's dilemma: when new technologies cause great firms to fail
The innovator's dilemma: when new technologies cause great firms to fail
Design Rules: The Power of Modularity Volume 1
Design Rules: The Power of Modularity Volume 1
Managing new industry creation: global knowledge formation and entrepreneurship in high technology
Managing new industry creation: global knowledge formation and entrepreneurship in high technology
CEO Ambivalence and Responses to Strategic Issues
Organization Science
Temporal Work in Strategy Making
Organization Science
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Opportunities associated with discontinuous change typically do not trigger organizational response until the opportunity is perceived as a threat. However, threat perception can then trigger a response that accentuates organizational rigidity. This cognitive paradox is explored using a multilevel, longitudinal case study of a newspaper organizations response to digital publishing. The results suggest that the competing frames of threat and opportunity can coexist within the firm when it creates organizationally differentiated subunits. Such a structure minimizes the need to integrate competing frames at the subunit level, enabling different behaviors to be enacted simultaneously across different units of the firm. This differentiated organizational form places an increased burden on senior teams that have to manage the inconsistencies across subunits. Insight into the structure of competing frames has broader implications for the structure of dynamic capabilities.