The Oxford Handbook of Organizational Paradox
The Oxford Handbook of Organizational Paradox
Wendy K. Smith earned her PhD in organizational behavior at Harvard Business School, and is associate professor of management at the Lerner School of Business, University of Delaware. Her research on the nature and management of strategic paradoxes has been published in journals such as Academy of Management Journal, Academy of Management Review, Harvard Business Review, Organization Science, Management Science, and Academy of Management Learning and Education. Wendy is co-founder of the blogsite http://www.leveragingtensions.com, which seeks to connect scholars and practitioners interested in paradox, dualities, and dialectics.
Marianne W. Lewis is professor of management and dean of the Cass Business School, City, University of London. Her research explores leadership and organizational paradoxes, appearing in such journals as Academy of Management Journal, Academy of Management Review, Human Relations, and Harvard Business Review.
Paula Jarzabkowski is a professor of strategic management at City, University of London. Her research focuses on strategy-as-practice in complex and pluralistic contexts such as regulated infrastructure firms, third-sector organizations and financial services, particularly insurance and reinsurance. She has conducted extensive, internationally comparative audio and video ethnographic studies in a range of business contexts. Her work has appeared in leading journals including Academy of Management Journal, Journal of Management Studies, Organization Science, Organization Studies, and Strategic Management Journal. Her first book, Strategy as Practice: An Activity-Based Approach was published by Sage in 2005 and her most recent book, Making a Market for Acts of God, was published by Oxford University Press in 2015.
Ann Langley is Professor in the Department of Management and Chair in Strategic Management in Pluralistic Settings at HEC Montréal.
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Abstract
Organizations are rife with paradoxes. Contradictory and interdependent tensions emerge from and within multiple levels, including individual interactions, group dynamics, organizational strategies, and the broader institutional context. Examples abound such as those between stability and change, empowerment and alienation, flexibility and control, diversity and inclusion, exploration and exploitation, social and commercial, competition and collaboration, learning and performing. These examples accentuate the distinctions between concepts, positing their potential opposition; either A or B. Yet the social world is pluralistic, and comprises multiple, interwoven tensions, in which the relationship between A and B persists in a dynamic, ever-changing relationship. In the last thirty years, the depth and breadth of paradox studies in organizational theory has grown exponentially, surfacing new insights and applications while challenging foundational ideas, and raising questions around definitions, overlapping lenses, and varied research and managerial approaches. In this book, renowned organizational scholars draw from diverse lenses, theories, and empirics to depict paradox within organizational studies and provide a range of lenses and tools with which to understand and conduct research into such phenomena. In doing so, we hope these chapters re-energize continued insight on organizational paradox, plurality, tensions, and contractions.
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Front Matter
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Introduction: The Paradoxes of Paradox
Wendy K. Smith and others
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Part I Foundations and Approaches
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1
Ad Fontes: Philosophical Foundations of Paradox Research
Jonathan Schad
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2
Psychoanalytic Theory, Emotion, and Organizational Paradox
Michael Jarrett andRuss Vince
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3
A Road Map of the Paradoxical Mind: Expanding Cognitive Theories on Organizational Paradox
Josh Keller andErica Wen Chen
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4
What Paradox? Developing a Process Syntax for Organizational Research
Robin Holt andMike Zundel
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5
Organizational Dialectics
Stewart Clegg andMiguel Pina e Cunha
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6
Circumventing the Logic and Limits of Representation: Otherness in East–West Approaches to Paradox
Robert Chia andAjit Nayak
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1
Ad Fontes: Philosophical Foundations of Paradox Research
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Part II Paradoxical Phenomena in and beyond Organizations
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7
Critical Management Studies and Paradox
Koen van Bommel andAndré Spicer
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8
Beyond Managerial Dilemmas: The Study of Institutional Paradoxes in Organization Theory
Paul Tracey andW. E. Douglas Creed
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9
Paradoxes of Organizational Identity
Marya L. Besharov andGarima Sharma
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10
Alternate Prisms for Pluralism and Paradox in Organizations
Mariline Comeau-Vallée and others
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11
Paradox in Positive Organizational Scholarship
Kim S. Cameron
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12
Managing Normative Tensions within and across Organizations: What Can the Economies of Worth and Paradox Frameworks Learn from Each Other?
Jean-Pascal Gond and others
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13
The Role of Irony and Metaphor in Working through Paradox during Organizational Change
John A. A. Sillince andBenjamin D. Golant
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14
Reflections on the Paradoxes of Modernity: A Conversation with James March
Richard John Badham
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15
Paradox at an Inter-Firm Level: A Coopetition Lens
Maria Bengtsson andTatbeeq Raza-Ullah
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16
Pathways to Ambidexterity: A Process Perspective on the Exploration–Exploitation Paradox
Sebastian Raisch andAlexander Zimmermann
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17
Gender and Organizational Paradox
Linda L. Putnam andKaren Lee Ashcraft
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18
Navigating the Paradoxes of Sustainability
Jason Jay and others
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19
The Paradoxes of Time in Organizations
Natalie Slawinski andPratima Bansal
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20
On Organizational Circularity: Vicious and Virtuous Cycles in Organizing
Hari Tsoukas andMiguel Pina e Cunha
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21
Tensions in Managing Human Resources: Introducing a Paradox Framework and Research Agenda
Ina Aust and others
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22
Looking at Creativity through a Paradox Lens: Deeper Understanding and New Insights
Ella Miron-Spektor andMiriam Erez
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23
“I Am … I Said”: Paradoxical Tensions of Individual Identity
Mathew L. Sheep and others
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24
The Paradoxical Mystery of the Missing Differences between Academics and Practitioners
Eliana Crosina andJean M. Bartunek
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25
Paradox in Everyday Practice: Applying Practice-Theoretical Principles to Paradox
Jane Lê andRebecca Bednarek
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7
Critical Management Studies and Paradox
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Part III Engaging Paradoxes
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26
Methods of Paradox
Constantine Andriopoulos andManto Gotsi
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27
Expanding the Paradox–Pedagogy Links: Paradox as a Threshold Concept in Management Education
Eric Knight andSotirios Paroutis
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28
Paradox and Polarities: Finding Common Ground and Moving Forward Together: A Case Study of Polarity Thinking and Action in Charleston, South Carolina
Cliff Kayser and others
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26
Methods of Paradox
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End Matter
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January 2025 | 3 |
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January 2025 | 1 |
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January 2025 | 6 |
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February 2025 | 8 |
February 2025 | 4 |
February 2025 | 2 |
February 2025 | 3 |
February 2025 | 2 |
February 2025 | 1 |
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February 2025 | 8 |
February 2025 | 2 |
February 2025 | 4 |
February 2025 | 5 |
February 2025 | 2 |
February 2025 | 7 |
February 2025 | 4 |
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February 2025 | 7 |
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February 2025 | 5 |
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March 2025 | 1 |
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March 2025 | 3 |
March 2025 | 3 |
March 2025 | 3 |
March 2025 | 8 |
March 2025 | 4 |
March 2025 | 8 |
March 2025 | 3 |
March 2025 | 5 |
March 2025 | 7 |
March 2025 | 3 |
March 2025 | 9 |
March 2025 | 1 |
March 2025 | 5 |
March 2025 | 5 |
March 2025 | 3 |
March 2025 | 5 |
March 2025 | 5 |
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March 2025 | 3 |
March 2025 | 3 |
April 2025 | 1 |
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April 2025 | 2 |
April 2025 | 5 |
April 2025 | 8 |
April 2025 | 2 |
April 2025 | 6 |
April 2025 | 2 |
April 2025 | 3 |
April 2025 | 3 |
April 2025 | 1 |
April 2025 | 8 |
April 2025 | 4 |
April 2025 | 4 |
April 2025 | 2 |
April 2025 | 8 |
April 2025 | 1 |
April 2025 | 6 |
April 2025 | 1 |
April 2025 | 13 |
April 2025 | 5 |
April 2025 | 3 |
April 2025 | 2 |
April 2025 | 1 |
April 2025 | 7 |
April 2025 | 1 |
May 2025 | 4 |
May 2025 | 1 |
May 2025 | 1 |
May 2025 | 8 |
May 2025 | 4 |
May 2025 | 2 |
May 2025 | 3 |
May 2025 | 2 |
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