- The Oxford Handbook of Organizational Paradox
- Foreword: Paradox in Organizational Theory
- List of Figures
- List of Tables
- List of Contributors
- Introduction: The Paradoxes of Paradox
- Ad Fontes: Philosophical Foundations of Paradox Research
- Psychoanalytic Theory, Emotion, and Organizational Paradox
- A Road Map of the Paradoxical Mind: Expanding Cognitive Theories on Organizational Paradox
- What Paradox?: Developing a Process Syntax for Organizational Research
- Organizational Dialectics
- Circumventing the Logic and Limits of Representation: <i>Otherness</i> in East–West Approaches to Paradox
- Critical Management Studies and Paradox
- Beyond Managerial Dilemmas: The Study of Institutional Paradoxes in Organization Theory
- Paradoxes of Organizational Identity
- Alternate Prisms for Pluralism and Paradox in Organizations
- Paradox in Positive Organizational Scholarship
- Managing Normative Tensions within and across Organizations: What Can the Economies of Worth and Paradox Frameworks Learn from Each Other?
- The Role of Irony and Metaphor in Working through Paradox during Organizational Change
- Reflections on the Paradoxes of Modernity: A Conversation with James March
- Paradox at an Inter-Firm Level: A Coopetition Lens
- Pathways to Ambidexterity: A Process Perspective on the Exploration–Exploitation Paradox
- Gender and Organizational Paradox
- Navigating the Paradoxes of Sustainability
- The Paradoxes of Time in Organizations
- On Organizational Circularity: Vicious and Virtuous Cycles in Organizing
- Tensions in Managing Human Resources: Introducing a Paradox Framework and Research Agenda
- Looking at Creativity through a Paradox Lens: Deeper Understanding and New Insights
- “I Am … I Said”: Paradoxical Tensions of Individual Identity
- The Paradoxical Mystery of the Missing Differences between Academics and Practitioners
- Paradox in Everyday Practice: Applying Practice-Theoretical Principles to Paradox
- Methods of Paradox
- Expanding the Paradox–Pedagogy Links: Paradox as a Threshold Concept in Management Education
- Paradox and Polarities: Finding Common Ground and Moving Forward Together: A Case Study of Polarity Thinking and Action in Charleston, South Carolina
Abstract and Keywords
While dating back to ancient philosophy, only recently have organizational scholars started to explore paradox. Drawing from insights across disciplines including psychoanalysis and macro sociology, some provocative theorists urged researchers to take seriously the study of paradox and deepen understanding of plurality, tensions, and contradictions. Scholars responded. Studies of organizational paradox have grown exponentially over twenty years, canvassing varied phenomena, methods, and levels of analysis. As paradox studies grow, new insights challenge foundational ideas, and raise questions around definitions, overlapping lenses, and varied research and managerial approaches. Alternative perspectives highlight divides while inviting complementary approaches. Reflecting on the state of paradox studies, the editors became aware that they were surfacing the paradoxes of paradoxes—contradictory, yet interdependent perspectives on paradox enveloped in the core theoretical assumptions. The introduction surfaces these paradoxes of paradoxes, noting how the chapters in this handbook both engage these tensions, while expanding insight into the field.
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 of management at HEC Montréal, Canada and holder of the research chair in strategic management in pluralistic settings. Her research focuses on strategic change, inter-professional collaboration, and the practice of strategy in complex organizations. She is particularly interested in process-oriented research and methodology and has published a number of papers on that topic. In 2013, she was co-guest editor with Clive Smallman, Haridimos Tsoukas, and Andrew Van de Ven of a Special Research Forum of Academy of Management Journal on Process Studies of Change in Organizations and Management. She is also co-editor of the journal Strategic Organization, and co-editor with Haridimos Tsoukas of a book series Perspectives on Process Organization Studies published with Oxford University Press. She is adjunct professor at Université de Montréal and University of Gothenburg.
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