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Embracing the Tension

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Reinventing Innovation

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Abstract

This chapter furthers the book’s proposition that at the heart of duality theory resides the explore—exploit problem, which is concerned with how firms can stimulate innovation for the future while maintaining a high return upon existing opportunities. It also addresses how to build ambidexterity capability. Based on longitudinal case study data, the chapter suggests that one productive method for developing ambidexterity capability involves pursuing a dual organizational identity embracing innovation and efficiency as mutually inclusive pursuits. The chapter draws on the case evidence to show that a leader sensegiving/sensemaking communications strategy needs to shift from one formulated around constancy, efficiency, and control to one imbued with duality thinking. The chapter also connects the case evidence with theory.

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Author information

Authors and Affiliations

  1. RMIT University, Melbourne, Australia

    Aaron C. T. Smith

  2. La Trobe University, Melbourne, Australia

    Fiona Sutherland

  3. RMIT University, Melbourne, Australia

    David H. Gilbert

Authors
  1. Aaron C. T. Smith
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  2. Fiona Sutherland
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  3. David H. Gilbert
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Correspondence to Aaron C. T. Smith .

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Smith, A.C.T., Sutherland, F., Gilbert, D.H. (2017). Embracing the Tension. In: Reinventing Innovation. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-57213-0_4

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