Dynamic decision making: : A model of senior leaders managing strategic paradoxes

• Autores: Wendy K. Smith
• Localización: Academy of management journal, ISSN-e 0001-4273, Vol. 1015, Nº 1, 2015, págs. 58-89
• Idioma: inglés
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• Dialnet Métricas: 1 Cita
• Resumen

  • 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