A Dialectic Perspective on Innovation: Conflicting Demands, Multiple Pathways, and Ambidexterity

By Ronald Bledow, Michael Frese, Neil Anderson, Miriam Erez, J. Farr. Industrial and Organizational Psychology, 2009

570 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/6b790e9b205d73b1d43eb140f14bed695d5b5773

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Motivating creativity: The effects of sequential and simultaneous learning and performance achievement goals on product novelty and usefulness (2015, background): “Simultaneous and sequential approaches have been suggested as different strategies to promote achievement outcomes (Barron & Harackiewicz, 2001), ambidexterity (Gupta, Smith, & Shalley, 2006), creativity (Bledow et al., 2009; Madjar & Oldham, 2006), and the pursuit of multiple goals (Sun & Frese, 20”
Toward a Theory of Paradox: A Dynamic equilibrium Model of Organizing (2011, background): “, Bledow et al., 2009; Jarzabkowski & Sillince, 2007). Yet Poole and Van de Ven (1989) presented these strategies as ideal types, which can be used together.”
A Conservation of Resources Perspective on Negative Affect and Innovative Work Behaviour: the Role of Affect Activation and Mindfulness (2016, unknown): “This is essential for people to increase their odds of translating creative conceptions into effective innovations that help them solve a problematic status quo and bring about constructive changes and improvements at work (Bledow et al. 2009).”
Examining the inverted U-shaped relationship between workload and innovative work behavior: The role of work engagement and mindfulness (2020, background): “These favorable expectations enhance the personal initiative necessary to self-start the promotion and implementation of creative ideas (Bledow et al., 2009).”
Leading innovation: Empirical evidence for ambidextrous leadership from UK high-tech SMEs (2020, background): “These studies have suggested the need for a combination of leadership behaviors to match the complexity and pace of innovation (Ancona et al., 2001; Bledow et al., 2009).”
Measuring employee innovation:a review of existing scales and the development of the innovative behavior and innovation support inventories across cultures (2017, background): “Successful innovation requires that novel ideas are acted upon and implemented (e.g., de Jong and Wennekers, 2008; Bledow et al., 2009).”
Translating Team Creativity to Innovation Implementation (2013, background): “An antithetical proposition to the emphasis on diversity and divergent processes highlights the importance of convergence in teams (Bledow et al., 2009; Pearce & Ensley, 2004).”