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Dynamic Capabilities in the Persence of a Strategic Paradox
https://iuj.repo.nii.ac.jp/records/521
https://iuj.repo.nii.ac.jp/records/521a0c8fb66-3e8f-49b8-86ef-14c09bf20b59
| 名前 / ファイル | ライセンス | アクション |
|---|---|---|
EMS_2015_01 (847.2 kB)
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| Item type | 紀要論文 / Departmental Bulletin Paper(1) | |||||
|---|---|---|---|---|---|---|
| 公開日 | 2015-05-01 | |||||
| タイトル | ||||||
| タイトル | Dynamic Capabilities in the Persence of a Strategic Paradox | |||||
| タイトル | ||||||
| タイトル | Dynamic Capabilities in the Persence of a Strategic Paradox | |||||
| 言語 | en | |||||
| 言語 | ||||||
| 言語 | eng | |||||
| キーワード | ||||||
| 主題Scheme | Other | |||||
| 主題 | strategic paradox | |||||
| キーワード | ||||||
| 主題Scheme | Other | |||||
| 主題 | dynamic capabilities | |||||
| キーワード | ||||||
| 主題Scheme | Other | |||||
| 主題 | organizational ambidexterity | |||||
| キーワード | ||||||
| 言語 | en | |||||
| 主題Scheme | Other | |||||
| 主題 | strategic paradox | |||||
| キーワード | ||||||
| 言語 | en | |||||
| 主題Scheme | Other | |||||
| 主題 | dynamic capabilities | |||||
| キーワード | ||||||
| 言語 | en | |||||
| 主題Scheme | Other | |||||
| 主題 | organizational ambidexterity | |||||
| 資源タイプ | ||||||
| 資源タイプ識別子 | http://purl.org/coar/resource_type/c_6501 | |||||
| 資源タイプ | departmental bulletin paper | |||||
| 著者 |
若山, 俊弘
× 若山, 俊弘× LaPierre, Karen× Wakayama, Toshiro× LaPierre, Karen |
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| 抄録 | ||||||
| 内容記述タイプ | Abstract | |||||
| 内容記述 | Prior research in dynamic capabilities has seldom addressed the question of how they operate over time in the presence of conflicting objectives of a strategic paradox, particularly beyond the exploration-exploitation contention. In the context of aggregationadaptation paradox, we have collected and analyzed a large number of specific activities and changes in the resource base through an in-depth case study based on 46 interviews and other data sources. Our findings reveal new conceptual insights on the process side of dynamic capabilities: coevolutionary interplay between pro-aggregation and proadaptation changes in the resource base, paradox-enacting dynamic capabilities at the level of discrete activities with differing blends of aggregation and adaptation, and organizational constructs for paradox-enacting dynamic capabilities which are in stark contrast to known forms of organizational ambidexterity. | |||||
| 書誌情報 |
en : Economics & Management Series 発行日 2015-05-01 |
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