Publications
Publications
- April 2010
- Long Range Planning
Complex Business Models: Managing Strategic Paradoxes Simultaneously
By: Wendy K. Smith, Andrew Binns and Michael Tushman
Abstract
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 business models organizations will need to adopt if they are to host such paradoxical strategies. Managing complex business models effectively depends on leadership that can make dynamic decisions, build commitment to both overarching visions and agenda specific goals, learn actively at multiple levels, and engage conflict. Leaders can engage these functions through team-centric or leader-centric structures.
Keywords
Citation
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.