Becoming Salient: The TMT Leader’s Role in Shaping the Interpretive Context of Paradoxical Tensions

Organization Studies

Volumn 38, Issue 3-4, 2017, Pages 403-432

  Knight, Eric ^a   Paroutis, Sotirios ^b  

^a UNIVERSITY OF SYDNEY   (Australia)

^b UNIVERSITY OF WARWICK   (United Kingdom)

Author keywords

ambidexterity; innovation; interpretive context; leadership; paradox; practice; salience

Indexed keywords

EID: 85018973576     PISSN: 01708406     EISSN: 17413044     Source Type: Journal    
DOI: 10.1177/0170840616640844     Document Type: Article

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