Smith, Tushman (2005)

Question 1

exploring and exploiting: innovation streams, organizational outcomes, and ambidextrous designs

Answer 1

• Sustained organizational performance is rooted in executing both existing products and innovation simultaneously.
• Long-term performance depends on the organizations ability to adapt and change through innovation, yet these organizations must also perform on short term

Question 2

Structural differentiation allows

Answer 2

firms to explore as well as exploit, top management serves as the point of integration between these contrasts.
- Key function of the senior team is to create meaning in context of contradiction and to extract the benefits associated with contradictory strategic agendas

Question 3

Organizations can excel when

Answer 3

TM teams effectively balance strategic contradictions, yet structural, psychological, and social barriers prevent them from doing so. Organizations benefit when structural features are internally aligned, however this is associated with structural and social inertia.

Question 4

Balanced strategic decisions based on two criteria:

Answer 4

1. Their distributive nature, making balanced trade-offs over time
2. Their integrative nature, identifying synergies

Question 5

Paradoxical cognition

Answer 5

paradoxical frames and cognitive processes of differentiating and integrating—enable balanced strategic decisions

Question 6

Effectively managing the contradictions of the paradoxical frames are associated with two distinct cognitive processes

Answer 6

• Differentiating: recognizing and articulating distinctions, reinforcing the need of each product and being aware that innovation is not crowded by commitments to existing strategies and processes
• Integrating: shifting levels of analysis to identify potential linkages, sustained attention to possible synergies between the exploitative and exploratory products. Look for ways that the contradictory strategies can help each other

Question 7

Antecedents of leadercentric teams

Answer 7

the leader integrates the contradictory agendas. These leaders must recognize conflicts between agendas and manage those conflicts

Question 8

Antecedents of teamcentric teams

Answer 8

the teams integrates the contradictory agendas. Achieving balanced agendas is associated with shared mental models of paradoxical frames