Managing Change and Innovation in the Workplace Annotated Bibliography

Ann Bib Innovation Stream Annotated Bibliography Corporate Culture Smith, W., & Tushman, M. (2005). Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams. Organizational Science, 522-536. Author/Date/Journal This article was published in 2005 in a very reputable journal. The credentials of the authors and their school affiliations are excellent. One of the authors is affiliated with Harvard Business School which is one of the leading business schools in the world.

Organization Science is widely recognized as one of the top journal in the fields of strategy, management, and organization theory. The journal publishes groundbreaking research about organizations, including their processes, structures, technologies, identities, capabilities, forms, and performance.

Content This article centers on the idea of paradox in management; "The paradox of administration [involves] the dual searches for certainty and flexibility." When this paradox is applied to modern organizations, it can be used to consider how innovation works and map out what is referred to as an "innovation stream." Building an innovation stream is something of a paradox in management because the organization must perform well in the short-term, yet have enough flexibility to adapt to internal and external changes.

This article outline as a model that can help management find the right balance between focusing on current operations and building future innovations. Intended Audience The intended audience is most likely other researchers, members of executive management teams, or student's in graduate schools. Objective Reasoning The logic is grounded in the organizational balance between "exploiting" and "exploring." Exploiting is what most organizations focus on and involves maximizing profitability at every possible opportunity. Exploring is the act of innovation and coming up with new processes and ideas.

The idea is that the most competitive.