Theoretical paper about how organizations (top management teams) manage contradictions.
Develops the concept of "paradoxical cognition." Eg. existing product is an "innovation stream" needing both incremental improvement (exploitative innovation) and exploration of new markets and/or technologies. Managing both activities successfully requires the TMT to recognise and embrace contradiction.
TMTs use:
Integration can be leader-centric or team-centric. Each has its own requirements (antecedents) in particular, the team-centric path depends on multi-level roles, goals, rewards, coaching, and analysis.
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