Beyond Dualism: Stability and Change As a Duality

By Moshe Farjoun. 2010

986 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4e9e13636bc8d9f100857f929d5e0e918d4b3853

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Citations in the corpus

“All for One and One for All?” - Knowledge broker roles in managing tensions of internal coopetition: The Ubisoft case (2019, background): “ciple, integration, encourages firms to transcend paradoxes by enhancing the coopetitive mindset of their employees and, in this way, internalizing the paradoxical nature of coopetition (Chen, 2008; Farjoun, 2010; Luo et al., 2006; Oliver, 2004).”
Functions of Dysfunction (2014, background): “Dualities have various characteristics (Hedberg, Nystrom, and Starbuck, 1976; Evans and Doz, 1992; Sánchez-Runde and Pettigrew, 2003; Graetz and Smith, 2008; Farjoun, 2010; Smith and Lewis, 2011).”
The Family Innovator's Dilemma: How Family Influence Affects the Adoption of Discontinuous Technologies by Incumbent Firms (2013, background): “In addition, formalized resource allocation processes in established organizations reinforce organizational preferences for efficiency and reproduction and, therefore, provide further impetus for the abandonment of high-variance innovations (Farjoun, 2010; Hannan & Freeman, 1984).”
Organizational Ambidexterity Through the Lens of Paradox Theory (2015, background): “A paradoxical view of ambidexterity therefore enables us to use paradox as a guiding framework that can enrich our research and understanding of complex organizational phenomena, such as the need for innovation and efficiency, stability, and change by replacing the notion of conflicting, independent”
Perspectives on Innovation Processes (2013, neutral): “ongoing work (Bartel & Garud, 2009; Farjoun, 2010).”
The Contradictory Influence of Social Media Affordances on Online Communal Knowledge Sharing (2013, positive): “…for all four affordances, mechanisms can be activated that may affect the knowledge conversation in a productive manner (i.e., one in which quality knowledge sharing occurs); however, simultaneously, mechanisms may be activated that have inadvertently negative effects on the knowledge conversation.”
Switching Hats: The Effect of Role Transition on Individual Ambidexterity (2019, background): “However, as Farjoun (2010) and Turner and colleagues (2013) highlight, even those responsible for functions that demand extensive exploration or intense creativity still carry out their tasks with some degree of routine behavior.”
Dynamic Balancing of Exploration and Exploitation: The Contingent Benefits of Ambidexterity (2018, background): “The pursuit of exploration and exploitation over time can enable synergies between the dual learning processes (Farjoun 2010), which contribute positively to long-term performance (Raisch et al. 2009).”
Project Networks: Governance Choices and Paradoxical Tensions (2016, background): “However, neither the separation nor the sequentialization strategy makes full use of the paradox theory and other dialectical approaches that prescribe accepting and managing rather than suppressing or circumventing the underlying tensions (Farjoun, 2010; Lewis, 2000).”
Technology Ecosystem Governance (2014, background): “and mutually enabling attractors in a holistic system, as a duality (Farjoun, 2010).”
Dynamic Decision Making: A Model of Senior Leaders Managing Strategic Paradoxes (2014, background): “1 Researchers use various terms to describe oppositional elements, including “paradox,” “dualities,” and “dialectics” (i.e., Farjoun, 2010; Seo & Creed, 2002; Smith & Graetz, 2006).”