How do leaders with divergent visions for their organization come together to create a novel strategy? This paper employs paradox as a lens to investigate how leader-dyads can integrate opposing strategies to produce a new, generative approach. Drawing on a qualitative historical case study of Switzerland’s largest watch company—Société de Microélectronique et d'Horlogerie—during the quartz crisis in Swiss watchmaking, we induce a process model from the activities of two leaders whose relationship embodied the tensions and strategic contradictions of preserving the past and modernizing for the future. The model specifies a set of individual, relational, and structural mechanisms by which leaders productively engage with a preservation-modernization paradox to facilitate novel strategy in the wake of a discontinuity. We interpret our findings in terms of the demands of navigating the management and outcomes of strategic paradoxes. While tracing the theoretical and practical implications of our model and our findings, we address leadership conundrums characteristic of organizations confronting paradox.

中文翻译：

---

具有不同愿景的领导者如何制定新战略：应对瑞士制表业的保护和现代化悖论

对其组织抱有不同愿景的领导者如何共同制定新战略？本文以悖论为视角来研究领导者如何整合对立的策略以产生新的生成方法。借鉴瑞士最大的钟表公司——Société de Microélectronique et d'Horlogerie——在瑞士制表业石英危机期间的定性历史案例研究，我们从两位领导人的活动中归纳出一个流程模型，他们的关系体现了保护的紧张和战略矛盾过去和现代化的未来。该模型指定了一组个人、关系和结构机制，通过这些机制，领导者可以有效地参与保护-现代化悖论，以在不连续性之后促进新战略。我们根据驾驭战略悖论的管理和结果的需求来解释我们的发现。在追踪我们的模型和我们的发现的理论和实践意义的同时，我们解决了面临悖论的组织的领导难题。