ISBN:
9781783503124
Content:
This article brings a new, broad conceptual framework to the quest for understanding dynamic capability in organizations (i.e., “managing on the edge of chaos”). This approach rests on two major ideas: (i) a duality–paradox perspective and (ii) new typologies of organizational learning (OL) and individual action/thinking. A case of radical innovation at Microsoft provides a multilevel stimulus. Understanding it requires a focus on two dualistic challenges. For use in future ODC research and practical assessment, this broad new conceptual framework includes: (i) collaboration as a central concept; (ii) duality–paradox as a key source of conflicts that can threaten collaboration; (iii) five types of OL, (iv) four types of individual action/thinking , including paradoxical thinking, and (v) the proposition that “golden dualities” can be created from once-troubling duality situations (where critical collaboration was in danger) which have been transformed from the metaphorical “odd (contentious) couple” into a “productive (collaborative) partnership.”
In:
Research in organizational change and development., Bingley, U.K. : Emerald, 2014, (2014), Seite 141-189, 9781783503124
In:
Emerald Group Publishing Limited
In:
year:2014
In:
pages:141-189
Language:
English
DOI:
10.1108/S0897-301620140000022003
URL:
Volltext
(Deutschlandweit zugänglich)
