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Management of paradox: a comparative study of managerial practices in Korean and Japanese firms
16 references·9 citing·32 second hop
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this work references cited by second hop

References

  • 1991Exploration and Exploitation in Organizational Learning21,910 cited
  • 1995The Knowledge-Creating Company17,992 cited
  • 1980Competitive Strategy: Techniques for Analyzing Industries and Competitors16,592 cited
  • 1997The Knowledge-creating company: How Japanese companies create the dynamics of innovation13,156 cited
  • 1996Trust: The Social Virtues and the Creation of Prosperity10,500 cited
  • 1994The Management of Innovation7,253 cited
  • 2003Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited4,379 cited
  • 2004THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY.3,932 cited
  • 2006Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators3,700 cited
  • 1984Measuring organizational performance in the absence of objective measures: The case of the privately‐held firm and conglomerate business unit3,337 cited
  • 2008Organizational Ambidexterity: Antecedents, Outcomes, and Moderators2,714 cited
  • 2000Exploring Paradox: Toward a More Comprehensive Guide2,558 cited
  • 1994Competitive Advantage Through People2,534 cited
  • 1991The machine that changed the world : the story of lean production2,372 cited

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1996
Built to last: Successful habits of visionary companies
2,307 cited
  • 2005Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams2,234 cited
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    • 2017HRM in dynamic environments: Exploitative, exploratory, and ambidextrous HR architectures61 cited
    • 2016Who does what in enabling ambidexterity? Individual Actions and HRM practices56 cited
    • 2016A cultural inquiry into ambidexterity in supervisor–subordinate relationship45 cited
    • 2020Cultural tensions in lean healthcare implementation: A paradox theory lens44 cited
    • 2016Hard, soft or ambidextrous? Which influence style promotes managers’ task performance and the role of political skill43 cited
    • 2020Organisational culture in lean construction: managing paradoxes and dilemmas18 cited
    • 2019The paradox of roots and wings: labor mobility between local firms and MNEs in North Africa9 cited