جستجوی مقالات مرتبط با کلیدواژه « دوسو توانی زمینه ای » در نشریات گروه « مدیریت »

Nowadays, organizational dichotomy has become a frequent phenomenon due to its diversity, and has become a new phenomenon in organizational research. The importance of this issue is reflected in the ability of managers to reflect on the strategic thinking capabilities of the organization, because the two sides are a managerial capa - tion that enables the managers to exploit existing opportunities and discover new opportunities. Exploitation and exploitation are among the most important elements of organizational learning. Organizational learning is associated with conflicting competitive goals and encourages the organization to achieve competitive advantage through continuous innovation and new knowledge creation. Accordingly, organizations need to adapt to conflicting goals for survival and long-term success. Regarding the concept of learning, organizational duplication can be defined by the organization's ability to simultaneously exploit existing knowledge and discover new knowledge. Managing such ability and ability will help organizations achieve sustainable competitive advantage and superior performance, and today, according to competitive conditions, they can figure out their position in comparison with other organizations. Therefore, by creating a two-way organization in the organization through a set of processes, systems and dual structures, organizations have the ability to face environmental changes. In fact, DOs can adapt themselves to dynamic environment changes in comparison with other organizations. It is clear that the most important two-way achievement for each organization is the improvement and performance enhancement necessary for their survival in a competitive environment. In this paper, after defining the organizational dichotomy and presenting a history of prominent articles, the two dimensions of power, interconnectedness and interconnection power, as well as four common two-way, balanced, rotary, differential and interconnected power, are presented and examined, Which are different in terms of temporal, structural and outcomes. In the following, we present three common types of organizational dysfunctions that are: structural, contextual, and consequential, and the difference between them.