Complex Business Models: Managing Strategic Paradoxes Simultaneously
By Wendy K. Smith, A. Binns, Michael L. Tushman. 2010
564 citations recorded by the source corpus.
Subfields: Business and International Management, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/6701708f54689420951f810615f8cab8b061a4b6
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Business and International Management
- Florian Lüdeke‐Freund
- Domingo Enrique Ribeiro-Soriano
- Miriam Schüssler
- Sascha Kraus
- Stefan Schaltegger
- M. Edwards
- W. Stubbs
In Strategy and Management
- Florian Lüdeke‐Freund
- E. Hansen
- Sascha Kraus
- Miriam Schüssler
- Angeliki Papachroni
- Domingo Enrique Ribeiro-Soriano
- Sotirios Paroutis
- Loizos Heracleous
Citations in the corpus
- Organizational Ambidexterity Through the Lens of Paradox Theory (2015, background): “Smith, Binns, and Tushman (2010) also found that managing successfully a complex business model such as an ambidextrous organization depends”
- The business model: Theoretical roots, recent developments, and future research (2010, unknown): “, 2005) • Senior leadership team processes and structures (Smith et al., 2010) • Technology (Chesbrough & Rosenbloom, 2002) • Policy (Johnson & Suskewicz, 2009) • Networked innovation (e.”
- Performance measurement systems as generators of cognitive conflict in ambidextrous firms (2019, background): “paradox perspectives referring to the need for TMTs to embrace paradoxical tensions and their associated conflict in order to deal with the contradictory demands associated with ambidexterity (Smith, 2014; Smith et al., 2010; Smith & Lewis, 2011; Smith & Tushman, 2005).”
- Fuzzy-set qualitative comparative analysis (fsQCA) in entrepreneurship and innovation research – the rise of a method (2017, background): “In a similar vein, Smith et al. (2010) highlight how the effective management of complex business models Bdepend[s] on leadership that can make dynamic decisions^ (p. 448) and Svejenova et al. (2010) highlight the importance of relational dynamics at an informal level of organization.”
- The Dynamics of Open Strategy: From Adoption to Reversion (2017, unknown): “The motivations behind such a shift parallel those behind the migration from exploration to exploitation in high-risk environments (March,1991; Raisch et al., 2009; Rothaermel and Deeds, 2004; Smith et al., 2010; Volberda et al., 2001).”