Managing tensions in resilience development: a paradox theory perspective on the role of digital transformation
Journal of Enterprise Information Management
Article publication date: 23 December 2022
The study aims to identify the central paradoxical tensions existing in developing resilience in organisations. The main thrust of this study is to develop a thorough understanding of diverse conflicting tensions in building resilience and develop the possible strategies to surmount these tensions.
Using the case study approach, the study applied theory-elaboration strategy as this study is based on well-established literature from both digitalisation and resilience. The study uses the paradox theory lens in a case study to reconcile both theories with contextual idiosyncrasies.
The paradox theory lens provides perspectives to understand tensions during resilience development and the role of digital transformation in this process. It assesses the potential solutions for surmounting tensions in resilient operations. The mapping of workable solutions with different paradoxes and propositions has been proposed for future empirical research.
The study suggests that practitioners should not consider resilience and sustainability as mutually exclusive; instead, managers must embrace ongoing tensions to bring solutions to address these two essential organisational priorities.
To the best of the authors' knowledge, this is the first empirical study that applies paradox theory to understand how an organisation can build resilience while confronting several paradoxes. The study findings support that resilience practices can move in tandem with environmental sustainability goals rather than being usually mutually exclusive.
Mishra, R., Singh, R.K. and Song, M. (2022), "Managing tensions in resilience development: a paradox theory perspective on the role of digital transformation", Journal of Enterprise Information Management, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/JEIM-08-2022-0271
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