润色以下内容：How managers should prevent high ego depletion is the fundamental issue that determines the fate of an organization Quinn 1988 With the attention to pressure scholars indicate that ego depletio

The prevention of high ego depletion is a critical issue for managers as it has a significant impact on the success or failure of an organization (Quinn, 1988). However, managing ego depletion poses a major challenge due to the pressure involved (Gibson & Birkinshaw, 2004). Therefore, it is crucial to develop effective strategies to prevent ego depletion. Research has shown that when managers face an innovation paradox, they experience paradoxical pressure, which leads to cognitive and emotional changes (Bengtsson & Johansson, 2014). This experience of cognitive and emotional complexity hinders rational decision-making (Smith & Berg, 1987). However, managers who perceive different types of paradoxical pressure can employ different capabilities to effectively reduce their internal experience of such pressure (Raza-Ullah, 2020).

Enterprises have also developed various internal capabilities and external strategies to manage both internal and external tensions, thereby reducing high ego depletion (Bengtsson, Raza-Ullah, & Vanyushyn, 2016; Le Roy & Czakon, 2016; Ritala & Tidström, 2014). It is important to conduct research that explores how managers can curb ego depletion by considering the complex interplay between individual capabilities and organizational abilities (such as different strategic flexibility) in addressing paradoxical pressure within the innovation paradox