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Managing Paradox in a Large Corporation: Challenging a Vision for New-generation Optics

In: The Strategic Community-Based Firm

Author

Listed:
  • Mitsuru Kodama

    (Nihon University)

Abstract

This chapter presents a case study of how a large, traditional corporation simultaneously created new service markets and established a dominant position in the competitive fields of digital communications in Japan. The corporation accepted a new organizational body imbued with an entrepreneurial spirit supported by different types of personnel and then continuously promoted entrepreneurial strategies based on time pacing. At the same time, with the aim to implement strategic innovation, the company integrated the above strategies with deliberate strategies based on event-based pacing practiced by the existing organizational bodies. This chapter uses a case study to discuss factors for success and the problems encountered in the course of achieving strategic innovation in the communications field, specifically in the creation of new markets, through the deliberate and strategic maintenance and subsequent integration of paradoxical organizations and strategies under a single corporate umbrella.

Suggested Citation

  • Mitsuru Kodama, 2007. "Managing Paradox in a Large Corporation: Challenging a Vision for New-generation Optics," Palgrave Macmillan Books, in: The Strategic Community-Based Firm, chapter 4, pages 70-91, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-62576-1_4
    DOI: 10.1057/9780230625761_4
    as

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