TY  - CHAP
AB  - Abstract This article brings a new, broad conceptual framework to the quest for understanding dynamic capability in organizations (i.e., “managing on the edge of chaos”). This approach rests on two major ideas: (i) a duality–paradox perspective and (ii) new typologies of organizational learning (OL) and individual action/thinking. A case of radical innovation at Microsoft provides a multilevel stimulus. Understanding it requires a focus on two dualistic challenges. For use in future ODC research and practical assessment, this broad new conceptual framework includes: (i) collaboration as a central concept; (ii) duality–paradox as a key source of conflicts that can threaten collaboration; (iii) five types of OL, (iv) four types of individual action/thinking, including paradoxical thinking, and (v) the proposition that “golden dualities” can be created from once-troubling duality situations (where critical collaboration was in danger) which have been transformed from the metaphorical “odd (contentious) couple” into a “productive (collaborative) partnership.”
VL  - 22
SN  - 978-1-78350-312-4, 978-1-78350-311-7/0897-3016
DO  - 10.1108/S0897-301620140000022003
UR  - https://doi.org/10.1108/S0897-301620140000022003
AU  - Sugarman Barry
PY  - 2014
Y1  - 2014/01/01
TI  - Dynamic Capability Seen through a Duality–Paradox Lens: A Case of Radical Innovation at Microsoft
T2  - Research in Organizational Change and Development
T3  - Research in Organizational Change and Development
PB  - Emerald Group Publishing Limited
SP  - 141
EP  - 189
Y2  - 2024/05/08
ER  -