HOW LEADERS WITH DIVERGENT VISIONS GENERATE NOVEL STRATEGY: NAVIGATING THE PARADOX OF PRESERVATION AND MODERNIZATION IN SWISS WATCHMAKING

• 成果类型: Article
• 署名作者: Raffaelli, Ryan; Dejordy, Rich; McDonald, Rory M.
• 署名单位: Harvard University; California State University System; California State University Long Beach; Harvard University
• 刊物名称: ACADEMY OF MANAGEMENT JOURNAL
• ISSN/ISSBN: 0001-4273
• DOI: 10.5465/amj.2018.0764
• 发表日期: 2022
• 页码: 1593-1622
• 关键词: TECHNOLOGICAL DISCONTINUITIES; ORGANIZATIONAL AMBIDEXTERITY; LEARNING ORIENTATION; decision-making; INNOVATION; MODEL; team; CONFLICT; DYNAMICS; CONSEQUENCES

摘要

How do leaders with divergent visions for their organization come together to create a novel strategy? This paper employs paradox as a lens to investigate how leader dyads can integrate opposing strategies to produce a new, generative approach. Drawing on a qualitative historical case study of Switzerland's largest watch company during the quartz crisis in Swiss watchmaking, we induce a process model from the activities of two leaders whose relationship embodied the tensions and strategic contradictions of pre-serving the past and modernizing for the future. The model specifies a set of individual, relational, and structural mechanisms by which leaders productively engage with a preservation-modernization paradox to facilitate novel strategy in the wake of a dis-continuity. We interpret our findings in terms of the demands of navigating the manage-ment and outcomes of strategic paradoxes. While tracing the theoretical and practical implications of our model and our findings, we address leadership conundrums charac-teristic of organizations confronting paradox.