Maintain paradoxical organisations, strategies, cultures and competencies within the company.
Example: NTT’s Multimedia Business Department “formed various in-house and external strategic business communities within its challenging organizational culture, created new core competencies, and continuously promoted emergent and creative measures aimed at long-term innovation. By contrast, the traditional organization implemented carefully planned measures aimed at short-term efficiencies in which importance was placed on stability and control through a traditional and reliable organizational culture that was nurtured by reforms and improvements from core competencies acquired through a long process of building on achievements”
Example: The relationship of NTT DoCoMo’s Gateway Business Department and the traditional organization is another example of this.
Source: Kodama, M. (2003). Strategic innovation in traditional big business: case studies of two Japanese companies. Organization Studies., 24(2), pp-235-268.