- 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
This chapter makes the case that institutional and paradox theorists should consider problems stretching beyond managerial concerns and corporate performance to focus attention on the paradoxes that characterize the most deep-rooted and contentious social issues facing societies and economies, suggesting a switch from organizational to institutional paradoxes. To illustrate, two vignettes are described—one focused on the legacy of the University of Georgetown’s slave-trading past, the other on the identity challenges faced by working-class people attending Cambridge University. Drawing from these vignettes, three sets of theoretical insights are presented which are fundamental to institutional paradox: that institutional paradoxes may be rooted in a desire for legitimacy; that temporality is a dynamic at the core of institutional paradox; and that the metaphor of multiple interconnected fault lines better captures the complexity inherent in paradox at the institutional level than the metaphor of dualities.
Paul Tracey is professor of innovation and organization, and co-director of the Cambridge Centre for Social Innovation at the University of Cambridge Judge Business School. He is also a visiting professorial fellow at the Department of Management and Marketing, University of Melbourne. Between 2011 and 2013 he was an Economic and Social Research Council mid-career fellow. His research has been published in journals such as the Academy of Management Journal, Academy of Management Review, and Organization Science. His research interests include social innovation, regional innovation, and institutional change. He received his PhD from the University of Stirling.
W. E. Douglas Creed is a professor at the University of Rhode Island College of Business Administration. He received his PhD in organizational behavior and industrial relations and MBA from the Haas School of Business at the University of California, Berkeley. His work focuses on the role of social identity, emotions, and agency in institutional change processes. His research has been published in journals such as the Academy of Management Journal, Academy of Management Review, and Organization Science.
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