- 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: Otherness 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
Although cognition has been a central tenet in organizational paradox theory, an understanding of how cognition might influence individuals’ experience with paradoxes has been underexplored. By incorporating insights from cognitive sciences and organizational paradox research, this chapter develops an initial road map to discuss how the mind shapes the experience with paradoxes. It first explores the question of why an individual experiences a paradox by discussing the role of categories—specifically antonymic categories and categorization processes and then explores the question of how individuals experience a paradox by discussing the role of perception, affect, and reasoning. The chapter discusses domain-specific knowledge and metacognitive knowledge to address how an individual can learn to manage paradoxes. Finally, how social conventions influence the experience with paradoxes and how cultural metacognition may be able to alter these effects is discussed. By constructing this initial road map, this chapter contributes to research on organizations and cognition.
Joshua Keller is an assistant professor of strategy, management and organizations at Nanyang Technological University, Singapore. His research, which applies cognitive approaches to paradoxes, has been published in journals such as the Academy of Management Journal, Organization Science, Organization Studies, and Management and Organization Review. He received his PhD in management from the University of Texas at Austin, United States.
Erica Wen Chen is a doctoral student in strategy, management and organizations at Nanyang Technological University.
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