ABSTRACT
In this chapter we identify themes struck across the chapters in this volume. In doing so, we hope to provide general direction for scholars interested in pursuing the leadership and managerial implications of an increasingly dynamic business marketplace. The themes that emerge from a reading of this volume include: (a) the need to embrace paradox (i.e., even in fast-paced environments, some things need to remain stable); (b) dynamic organizations are better suited to some individuals than others (e.g., people who are more open to change are more likely to adapt to this environment successfully); (c) all managers need to be able to deal with ambiguity (i.e., ambiguity is pushed lower in the organization here as managers are more empowered to make decisions); (d) speed and experimentation are more important than flawless implementation (i.e., it is almost impossible to succeed by watching from the sidelines); and (e) knowledge is a flow more than a fixed asset (i.e., most organizations are overflowing with information—success comes in knowing which of it is timely and important).
