{"title":"从二元悖论的视角看动态能力:微软激进创新案例","authors":"B. Sugarman","doi":"10.1108/S0897-301620140000022003","DOIUrl":null,"url":null,"abstract":"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 pillars: (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 multi-level illustration; interpreting it requires a focus on two dualistic challenges. For use in future ODC research and practical assessment the 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 organizational learning, (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\".","PeriodicalId":212698,"journal":{"name":"Change Management & Organizational Behavior eJournal","volume":"35 1","pages":"0"},"PeriodicalIF":0.0000,"publicationDate":"2014-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"4","resultStr":"{\"title\":\"Dynamic Capability Seen Through a Duality-Paradox Lens: A Case of Radical Innovation at Microsoft\",\"authors\":\"B. Sugarman\",\"doi\":\"10.1108/S0897-301620140000022003\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"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 pillars: (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 multi-level illustration; interpreting it requires a focus on two dualistic challenges. For use in future ODC research and practical assessment the 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 organizational learning, (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\\\".\",\"PeriodicalId\":212698,\"journal\":{\"name\":\"Change Management & Organizational Behavior eJournal\",\"volume\":\"35 1\",\"pages\":\"0\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2014-07-04\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"4\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Change Management & Organizational Behavior eJournal\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1108/S0897-301620140000022003\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Change Management & Organizational Behavior eJournal","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/S0897-301620140000022003","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Dynamic Capability Seen Through a Duality-Paradox Lens: A Case of Radical Innovation at Microsoft
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 pillars: (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 multi-level illustration; interpreting it requires a focus on two dualistic challenges. For use in future ODC research and practical assessment the 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 organizational learning, (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".