On Legitimate Exclusion and Illegitimate inclusion: A Paradox Theory of Inclusion

2021 ◽  
Vol 2021 (1) ◽  
pp. 12980
Author(s):  
Hans Van Dijk ◽  
Jasmien Khattab
Keyword(s):  
Paradox Theory

Creativity from paradoxical experience: a theory of how individuals achieve creativity while adopting paradoxical frames

2019 ◽  
Vol 23 (3) ◽  
pp. 397-418 ◽  
Author(s):  
Goran Calic ◽  
Sebastien Hélie ◽  
Nick Bontis ◽  
Elaine Mosakowski
Keyword(s):  
Cognitive Processes ◽  
Computational Simulation ◽  
Current Theory ◽  
Superior Performance ◽  
Cognitive Mechanisms ◽  
Content Type ◽  
Important Benefit ◽  
Paradox Theory ◽  
Stored Information ◽  
The Relationship

PurposeExtant paradox theory suggests that adopting paradoxical frames, which are mental templates adopted by individuals in order to embrace contradictions, will result in superior firm performance. Superior performance is achieved through learning and creativity, fostering flexibility and resilience and unleashing human capital. The creativity mechanism of paradox theory is limited by a few propositions and a rough underlying theoretical logic. Using the extant theoretical base as a platform, the paper aims to develop a more powerful theory using a computational simulation.Design/methodology/approachThis paper relies on a psychologically realistic computer simulation. Using a simulation to generate ideas from stored information, one can model and manipulate the parameters that have been shown to mediate the relationship between paradoxes and creative output – defined as the number of creative ideas generated.FindingsSimulation results suggest that the relationship between paradoxical frames and creative output is non-monotonic – contrary to previous studies. Indeed, findings suggest that paradoxical frames can reduce, rather than enhance, creative output, in at least some cases.Originality/valueAn important benefit of adopting paradoxical frames is their capacity to increase creative output. This assumption is challenging to test, because one cannot measure private cognitive processes related to knowledge creation. However, they can be simulated. This allows for the extension of current theory. This new theory depicts a more complete relationship between paradoxical frames and creativity by accounting for subjective differences in how paradoxical frames are experienced along two cognitive mechanisms – differentiation and integration.

Paradoxical tensions of the COVID-19 pandemic: a paradox theory perspective on the role of management control systems in helping organizations survive crises

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ralph Kober ◽  
Paul J. Thambar
Keyword(s):  
Control Systems ◽  
Management Control ◽  
Management Control Systems ◽  
Short Term ◽  
Content Type ◽  
Strategic Objectives ◽  
Paradox Theory ◽  
Practical Implications

PurposeThis paper presents paradox theory as a useful theoretical lens for researchers exploring crises such as coronavirus disease 2019 (COVID-19). The authors argue that paradox theory, which emphasizes a “both/and” as opposed to an “either/or” approach, is ideally suited for management control systems (MCS) research on crises.Design/methodology/approachThe authors adopt a revelatory case approach to provide empirical examples of the insights that paradox theory can provide.FindingsThis paper highlights how MCS can be used to simultaneously manage short-term/operational and long-term/strategic objectives to navigate a crisis. Furthermore, it highlights how MCS can be mobilized during crises to identify and embrace opportunities.Practical implicationsThis paper illustrates the importance of MCS focusing on not just the short-term, but also the long-term, and managing multiple objectives in assisting organizations to survive crisis.Originality/valueThis paper highlights the benefits of using paradox theory to understand the role of MCS in helping organizations manage crises and to use a crisis as a source of opportunity.

Interdependent HRM practices as active responses to paradox in Finnish growth enterprises

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sara Lindström ◽  
Minna Janhonen
Keyword(s):  
Content Analysis ◽  
Human Resource ◽  
Design Methodology ◽  
Qualitative Content Analysis ◽  
Work Organization ◽  
Content Type ◽  
Hrm Practices ◽  
Stability Change ◽  
Research Interviews ◽  
Paradox Theory

PurposeBy adopting a paradox lens, the purpose of this study is to explore paradoxes in relation to work organization, recruitment and competence development in growth-oriented companies.Design/methodology/approachThe study is a qualitative content analysis based on research interviews of managers responsible for human resource management (HRM) in Finnish small and medium-sized growth enterprises (SMEs).FindingsThe results show four themes, namely, (1) individualized work, (2) cultural cohesiveness, (3) experimental organization and (4) personal closeness. These identified themes are interpreted as mutually enabling, active responses to the underlying paradoxes of individualism – community and stability – change.Originality/valueThe results contribute to research on tension and paradox in HRM by taking the still unexplored opportunity to apply paradox theory to HRM in SMEs.

Mobile Phone Communication Innovation in Multiple Time and Space Zones

2011 ◽  
pp. 479-484
Author(s):  
Shirley Chan
Keyword(s):  
Hong Kong ◽  
Mobile Phone ◽  
Phone Call ◽  
Multiple Time ◽  
Public Places ◽  
The World ◽  
Fast Pace ◽  
Paradox Theory ◽  
Deal Making ◽  
Mobile Phone Communication

In most parts of the world, it is generally considered impolite or even rude to pick up an incoming mobile phone call and to have a longer (and loud) conversation in public places. Yet this type of interruption is generally acceptable in Hong Kong. This inspired the authors to ask: How does Hong Kong culture impact the perception of mobile phone interruption? This research note is about an ethnographical study on the culture in Hong Kong indicating a more positive perception towards mobile phone interruption. Their research results show that the cultural characteristics of fast pace, deal-making and sense of urgency explain why Hong Kong people are receptive towards such interruption and have the habit of participating in both the physical and mobile spaces at the same time. Their findings also challenge the engaging-disengaging paradox theory - that is, mobile phone users find it difficult to simultaneously engage in parallel activities

scholarly journals Paradox and the negotiation of tensions in globally distributed work

2020 ◽  
Vol 35 (3) ◽  
pp. 232-250
Author(s):  
Jade Wendy Brooks ◽  
MN Ravishankar ◽  
Ilan Oshri
Keyword(s):  
Qualitative Data ◽  
Collaborative Work ◽  
Work Practice ◽  
Distributed Work ◽  
Extant Literature ◽  
Communication Problems ◽  
Paradox Theory ◽  
Globally Distributed ◽  
Globally Distributed Work ◽  
Practical Implications

Tensions are a major source of communication problems, coordination issues, and conflict in globally distributed work. In this article, we argue that extant literature falls short of addressing tensions in globally distributed work at two levels. First, it fails to fully account for the intrinsic and entrenched nature of tensions in globally distributed work, suggesting instead that they can be resolved or made to disappear. Second, it does not examine the key interactions among different kinds of tensions. Drawing on qualitative data from a distributed finance organization and applying concepts from paradox theory, we show how globally distributed units negotiate knowledge, power, and identity tensions in collaborative work. The findings illuminate how a sequential enactment of both formal and informal solutions can better address tensions and generate collaborative opportunities in globally distributed work. Building on the findings, we develop a phasal model of tension evolution and management in globally distributed work which explains how tensions evolve from a phase of suppression through to a phase of attenuation. We demonstrate the interactions of knowledge–power–identity tensions against a background of defensive, interactive, and collaborative behaviors, and suggest several practical implications for globally distributed work practice.

Paradoxical Virtual Leadership: Reconsidering Virtuality Through a Paradox Lens

2018 ◽  
Vol 43 (5) ◽  
pp. 752-786 ◽  
Author(s):  
Radostina K. Purvanova ◽  
Renata Kenda
Keyword(s):  
Leadership Styles ◽  
Virtual Teams ◽  
Virtual Leadership ◽  
Leadership Model ◽  
Cognitive Framework ◽  
Core Function ◽  
Paradox Theory ◽  
Practical Implications

This conceptual article moves the conversation about virtual leadership forward by blending extant knowledge on virtuality and on leadership. Drawing on paradox theory, we show that virtuality is a paradox; therefore, virtual leadership’s core function is to deal with paradox. Our paradoxical virtual leadership model introduces three distinct leadership styles: synergistic, selective, and stagnant. Synergistic leaders view virtuality through a both–and cognitive framework, integrate divergent forces into synergistic solutions, and engage in varied, even opposing, behaviors to synergize virtuality’s paradoxical tensions and leverage the power of paradox. In contrast, selective leaders view virtuality through an either–or framework, and attempt to either manage virtuality’s challenges, or to capitalize on its opportunities, thus failing to balance paradoxical tensions. Finally, stagnant leaders adopt an avoidant framework, ignoring or avoiding virtuality’s paradoxes, and fail to lead effective virtual teams. The practical implications of this model—especially as they relate to how virtual leaders can synergize paradoxical tensions—are discussed.

The role of paradox theory in decision making and management research

2019 ◽  
Vol 155 ◽  
pp. 1-6 ◽  
Author(s):  
David A. Waldman ◽  
Linda L. Putnam ◽  
Ella Miron-Spektor ◽  
Donald Siegel
Keyword(s):  
Decision Making ◽  
Management Research ◽  
Paradox Theory

Effect of stretch goals on work–family conflict

2020 ◽  
Vol 14 (3) ◽  
pp. 737-749 ◽  
Author(s):  
Chang Chen ◽  
Zhe Zhang ◽  
Ming Jia
Keyword(s):  
Family Conflict ◽  
Spillover Effect ◽  
Resource Scarcity ◽  
Conservation Of Resources ◽  
Work Family Conflict ◽  
Content Type ◽  
Paradox Theory ◽  
Work Family ◽  
Mind Set

Purpose The purpose of this paper is to examine the destructive effects of stretch goals on employees’ work–family conflict (WFC). Drawing on the conservation of resources (COR) theory, this study examines the mediating role of resource scarcity. By integrating the paradox theory with the COR theory, this study explores the moderating role of employees’ paradox mind-set. Design/methodology/approach Two-wave data were collected from a sample of MBA students in Northwestern China (N = 294). PROCESS was used to assess a moderated mediation model. Findings This study found a positive relationship between stretch goals and WFC, and resource scarcity mediated this relationship. For employees with a high paradox mind-set, the relationship between resource scarcity and WFC was weak; and the indirect effect of stretch goals on WFC via resource scarcity was weak. Practical implications Organizations should provide enough resources to employees when using stretch goals. Human resource managers could recruit candidates with high paradox mind-set and foster employees’ paradox mind-set through training. Originality/value This study makes contributions to the literature on stretch goals by examining the negative spillover effect of stretch goals on the family domain and exploring the mediating mechanism. This study also extends the paradox theory by using it at micro level to address questions on WFC.

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