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Publications

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  • All HBS Web  (289)
    • News  (61)
    • Research  (198)
    • Events  (5)
    • Multimedia  (8)
  • Faculty Publications  (107)

Show Results For

  • All HBS Web  (289)
    • News  (61)
    • Research  (198)
    • Events  (5)
    • Multimedia  (8)
  • Faculty Publications  (107)
Page 1 of 289 Results →
  • 2011
  • Working Paper

Embracing Paradox

By: Michael Tushman, Wendy K. Smith and Andy Binns
Trying to resolve the paradox between innovation and the core business only weakens the CEO and dooms the company. Exceptional leaders embrace tensions associated with exploiting prior strategies even as they explore into the future. View Details
Keywords: Cash Flow; Innovation Strategy; Leadership; Management Teams; Resource Allocation; Conflict of Interests; Business Strategy
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Tushman, Michael, Wendy K. Smith, and Andy Binns. "Embracing Paradox." Harvard Business School Working Paper, No. 11-110, April 2011.
  • 15 Jul 2011
  • News

Transparency Paradox

  • Research Summary

Senior Teams and Paradox

By: Michael L. Tushman

This research area explores processes senior teams employ in order to attend to and deal with... View Details

  • October 2022
  • Article

How Leaders with Divergent Visions Generate Novel Strategy: Navigating the Paradox of Preservation and Modernization in Swiss Watchmaking

By: Ryan Raffaelli, Rich DeJordy and Rory M. McDonald
How do leaders with divergent visions for their organization come together to create a novel strategy? This paper employs paradox as a lens to investigate how leader-dyads can integrate opposing strategies to produce a new, generative approach. Drawing on a qualitative... View Details
Keywords: Strategic Paradoxes; Senior Leaders; Organizational Reinvention; Leadership; Technological Innovation; Innovation and Management; Innovation Strategy; Change; Manufacturing Industry; Consumer Products Industry; Switzerland
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Raffaelli, Ryan, Rich DeJordy, and Rory M. McDonald. "How Leaders with Divergent Visions Generate Novel Strategy: Navigating the Paradox of Preservation and Modernization in Swiss Watchmaking." Academy of Management Journal 65, no. 5 (October 2022): 1593–1622.
  • 01 Apr 2000
  • News

Porter's Paradox

In his pathbreaking 1990 book The Competitive Advantage of Nations, HBS professor Michael E. Porter emphasized the strategic importance of clusters, which he defined as "geographic concentrations of interconnected companies, specialized suppliers, service providers,... View Details
  • 18 May 2011
  • Working Paper Summaries

Embracing Paradox

Keywords: Re: Michael L. Tushman
  • 2019
  • Article

Creativity from Paradoxical Experience: A Theory of How Individuals Achieve Creativity while Adopting Paradoxical Frames

By: Goran Calic, Sébastien Hélie, Nick Bontis and Elaine Mosakowski
Purpose: Extant paradox theory suggests that adopting paradoxical frames, which are mental templates adopted by individuals in order to embrace contradictions, will result in superior firm performance. Superior performance is achieved through learning and creativity,... View Details
Keywords: Cognition and Thinking; Creativity; Learning
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Calic, Goran, Sébastien Hélie, Nick Bontis, and Elaine Mosakowski. "Creativity from Paradoxical Experience: A Theory of How Individuals Achieve Creativity while Adopting Paradoxical Frames." Journal of Knowledge Management 23, no. 3 (2019): 397–418.
  • Research Summary

An Uncomfortable Predictability Paradox

In predictive regressions, we test the null hypothesis that a predictor has no information about expected returns, i.e. beta equals zero.  However, the literature neglects to recognize that we are testing a joint hypothesis.  The maintained... View Details
  • 11 Jul 2012
  • News

The Smartphone Paradox

    The Transparency Paradox

    2013 Winner of Academy of Management Awards for Outstanding Publication in Organizational Behavior and Best Published Paper in Organization and Management Theory

    Using data from embedded participant-observers and a field experiment at the second... View Details

    • 13 Dec 2019
    • News

    The AI Transparency Paradox

    • July – August 2011
    • Article

    The Paradox of Samsung's Rise

    By: Tarun Khanna, Jaeyong Song and Kyungmook Lee
    Twenty years ago, few people would have predicted that Samsung could transform itself from a low-cost original equipment manufacturer to a world leader in R&D, marketing, and design, with a brand more valuable than Pepsi, Nike, or American Express. Fewer still would... View Details
    Keywords: Organizational Design; Research and Development; Marketing; Business Processes; Brands and Branding; System; Globalized Markets and Industries; Transformation; Cost; Forecasting and Prediction; Production; Quality; China; India; Turkey
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    Khanna, Tarun, Jaeyong Song, and Kyungmook Lee. "The Paradox of Samsung's Rise." Harvard Business Review 89, nos. 7-8 (July–August 2011): 142–147.

      The Privacy Paradox

      Ever sent an indiscreet selfie? Disclosed private data online? Agreed to terms and conditions without reading them through? If you have, Leslie John knows the reason why. View Details
      • 23 Apr 2012
      • News

      The Paradox of Personal Branding

      • 17 Aug 2020
      • Research & Ideas

      What the Stockdale Paradox Tells Us About Crisis Leadership

      neighborhood. Research by Leach and others indicates that people who survive disasters are able to regain cognitive function quickly after the event, assess their new environment accurately, and take goal-directed action to survive within it. This is the balance that... View Details
      Keywords: by Boris Groysberg and Robin Abrahams
      • April 2010
      • Article

      Complex Business Models: Managing Strategic Paradoxes Simultaneously

      By: Wendy K. Smith, Andrew Binns and Michael Tushman
      As our world becomes more global, fast paced and hypercompetitive, competitive advantage may increasingly depend on success in managing paradoxical strategies - strategies associated with contradictory, yet integrated tensions. We identify several types of complex... View Details
      Keywords: Business Model; Management; Strategy
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      Smith, Wendy K., Andrew Binns, and Michael Tushman. "Complex Business Models: Managing Strategic Paradoxes Simultaneously." Special Issue on Business Models. Long Range Planning 43, no. 2 (April 2010): 448–461.
      • June 2011
      • Article

      The Paradox of Excellence

      By: Thomas J. DeLong and Sara DeLong
      Why is it that so many smart, ambitious professionals are less productive and satisfied than they could be? We argue that it's often because they're afraid to demonstrate any sign of weakness. They're reluctant to ask important questions or try new... View Details
      Keywords: Employees; Innovation and Invention; Strength and Weakness; Performance Productivity; Risk and Uncertainty; Motivation and Incentives; Satisfaction
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      DeLong, Thomas J., and Sara DeLong. "The Paradox of Excellence." Harvard Business Review 89, no. 6 (June 2011).
      • 2015
      • Report

      The Global STEM Paradox

      By: Mark R. Kramer, Kate Tallant, Amanda Oudin Goldberger and Flynn Lebus
      Despite increasing numbers of science, technology, engineering, and math (STEM) graduates worldwide, STEM jobs remain unfilled in developed and developing countries. Through an exploration of the root causes of this global STEM paradox, FSG offers an answer to this... View Details
      Keywords: STEM Labor; Science; Information Technology; Engineering; Jobs and Positions; Global Range
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      Kramer, Mark R., Kate Tallant, Amanda Oudin Goldberger, and Flynn Lebus. "The Global STEM Paradox." Report, FSG, 2015.
      • 06 Aug 2019
      • Working Paper Summaries

      Field-Level Paradox and the Co-Evolution of an Entrepreneurial Vision

      Keywords: by Ryan Raffaelli and Richard DeJordy; Manufacturing
      • Article

      Global Perspectives and British Paradoxes

      By: G. Jones
      Keywords: Global Range; Perspective; United Kingdom
      Citation
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      Jones, G. "Global Perspectives and British Paradoxes." Business History Review 71, no. 2 (Summer 1997): 291–298.
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