摘要：To survive in today’s increasingly complex business environments, firms must embracestrategic paradoxes: contradictory yet interrelated objectives that persist over time. Thiscan be one of toughest of all leadership challenges, as managers must accept inconsistencyand contradictions. In this article, we develop and empirically test a set of hypothesesrelated to ambidexterity, a key example of a paradoxical strategy. Through our analysis ofdata from a survey of executive leaders, we find a link between organizational ambidexterityand strategic planning, suggesting that the complexities of navigating in explorativeventures require more explicit strategy work than the old certainties of a legacy business.We identify and discuss inherent paradoxes and their implications for firm performance in22 industry-specific strategies, where empirical industry data shows a pattern of conflictbetween explorative growth strategies and exploitative profit strategies. We argue that thisis just one of the inherent paradoxes in the ambidexterity construct
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