Search results

1 – 10 of over 6000
To view the access options for this content please click here
Article
Publication date: 20 July 2020

Haim Shaked

Perceptual inhibitors to instructional leadership are based on disagreements with the premises of instructional leadership. This study explored how the paradoxical approach

Abstract

Purpose

Perceptual inhibitors to instructional leadership are based on disagreements with the premises of instructional leadership. This study explored how the paradoxical approach, which advocates “both/and” approach to conflicting demands, may moderate the influence of the perceptual inhibitors of instructional leadership.

Design/methodology/approach

The current study is qualitative in nature. Study participants were 30 Israeli school principals, representing the larger body of Israeli principals in terms of sex, age, years of experience, education and school level. Data were collected through semi-structured interviews. Data analysis included a two-step theory-driven coding process.

Findings

This study found that the paradoxical approach allowed school principals to hold conflicting perspectives on instructional leadership simultaneously. Thus, it has reduced the effect of the perceptual inhibitors of instructional leadership, as it permitted principals to delay the decision between the expectation to fulfill the role of instructional leader and their disagreements with it.

Originality/value

Despite prolonged pressures, school principals demonstrate limited involvement in instructional leadership, in part because of perceptual inhibitors. The findings of this study can be used in dealing with these inhibitors.

Details

International Journal of Educational Management, vol. 34 no. 10
Type: Research Article
ISSN: 0951-354X

Keywords

To view the access options for this content please click here
Book part
Publication date: 7 December 2020

Wendy K. Smith and Miguel Pina e Cunha

Scholars increasingly depict hybridity as pervasive across organizations. The authors offer insight about how paradox theory informs and expands this approach to…

Abstract

Scholars increasingly depict hybridity as pervasive across organizations. The authors offer insight about how paradox theory informs and expands this approach to hybridity. To do so, the authors do a deeper dive into paradox theory, comparing and contrasting a dynamic equilibrium approach with a permanent dialectics approach. Integrating these two approaches offers paradox theory insights that can enrich and expand hybridity scholarship. The authors offer suggestions for how paradox theory can help develop a future research agenda for organizational hybridity.

Details

Organizational Hybridity: Perspectives, Processes, Promises
Type: Book
ISBN: 978-1-83909-355-5

Keywords

To view the access options for this content please click here
Article
Publication date: 19 June 2019

Miguel Pina e Cunha, Rebecca Bednarek and Wendy Smith

Organizational ambidexterity brings together the paradoxical tensions between exploration and exploitation. Embracing such paradoxical tensions depends on both separating…

Abstract

Purpose

Organizational ambidexterity brings together the paradoxical tensions between exploration and exploitation. Embracing such paradoxical tensions depends on both separating the poles to appreciate their distinct elements and integrating them to appreciate their synergies. This paper explores integrative ambidexterity that focuses on the synergies between exploration and exploitation and theorizes these as a single, paradoxical mode of learning.

Design/methodology/approach

The authors provide conceptual commentary that aims to expand the attention within the ambidexterity literature from emphasizing separation to further accommodating integration.

Findings

The authors outline that attention to separating exploration and exploitation needs to be complemented with a focus on integration, hence, the notion of integrative ambidexterity.

Research limitations/implications

The authors surface three processes that advance integrative ambidexterity – novelty via memory; agility via focus; and the potential for improvisation. Together, these dynamics enable organizations to achieve an alternative approach to learning and adaptation.

Practical implications

Understanding “integrative ambidexterity,” stressing the synergies between exploration and exploitation, extends the understanding of the nature and approaches to creating learning organizations. The authors three practices offer a potential blueprint to do so.

Originality/value

Previous scholarship emphasized how leaders can separate exploration and exploitation by allocating these learning modes to distinct organizational units or addressing them in different time horizons. However, extant authors have less insight about the integration and synergies between exploration and exploitation, and the organizational factors that advance such integration.

Details

The Learning Organization, vol. 26 no. 4
Type: Research Article
ISSN: 0969-6474

Keywords

To view the access options for this content please click here
Article
Publication date: 5 March 2020

Bruno Felix

This study aims to understand the construction process of an organizational identity in a hybrid organization.

Abstract

Purpose

This study aims to understand the construction process of an organizational identity in a hybrid organization.

Design/methodology/approach

The author developed a single case study based on in-depth interviews, non-participant observations and document analysis in a credit cooperative.

Findings

After periods of changes in organizational identity (from idealism to pragmatism), the formation of a paradoxical organizational identity was observed in which the core value became a central polarity between idealism and pragmatism; after periods when members engaged in actions that promoted resistance or change, they framed past events in a story of stable dynamics between idealism and pragmatism; and pro-distinctiveness and -similarity forces in relation to other organizations were reconciled in a quest for optimal distinctiveness that simultaneously enabled the development of uniqueness and adequacy.

Originality/value

This is the first study to adopt a paradox perspective to analyze the identity of a cooperative.

Details

International Journal of Organizational Analysis, vol. 28 no. 6
Type: Research Article
ISSN: 1934-8835

Keywords

To view the access options for this content please click here
Book part
Publication date: 8 July 2021

Rebecca Bednarek, Miguel Pina e Cunha, Jonathan Schad and Wendy Smith

Over the past decades, scholars advanced foundational insights about paradox in organization theory. In this double volume, we seek to expand upon these insights through…

Abstract

Over the past decades, scholars advanced foundational insights about paradox in organization theory. In this double volume, we seek to expand upon these insights through interdisciplinary theorizing. We do so for two reasons. First, we think that now is a moment to build on those foundations toward richer, more complex insights by learning from disciplines outside of organization theory. Second, as our world increasingly faces grand challenges, scholars turn to paradox theory. Yet as the challenges become more complex, authors turn to other disciplines to ensure the requisite complexity of our own theories. To advance these goals, we invited scholars with knowledge in paradox theory to explore how these ideas could be expanded by outside disciplines. This provides a both/and opportunity for paradox theory: both learning from outside disciplines beyond existing boundaries and enriching our insights in organization scholarship. The result is an impressive collection of papers about paradox theory that draws from four outside realms – the realm of belief, the realm of physical systems, the realm of social structures, and the realm of expression. In this introduction, we expand on why paradox theory is ripe for interdisciplinary theorizing, explore the benefits of doing so, and introduce the papers in this double volume.

Details

Interdisciplinary Dialogues on Organizational Paradox: Learning from Belief and Science, Part A
Type: Book
ISBN: 978-1-80117-184-7

Keywords

To view the access options for this content please click here
Article
Publication date: 10 December 2019

Sid Lowe, Astrid Kainzbauer and Ki-Soon Hwang

The purpose of this paper is to present the proposition that culture in international management has been dominated by a “Western dualism to measuring culture” (Caprar et

Abstract

Purpose

The purpose of this paper is to present the proposition that culture in international management has been dominated by a “Western dualism to measuring culture” (Caprar et al., 2015, p. 1024), which has resulted in severe problems and persistent limitations. The suggestion is that cultural research can be more productively conceived as a paradox involving a duality between two contrasting yet co-determined spheres or domains.

Design/methodology/approach

The paper provides an outline of culture as a paradox and an outline of a research approach to address the dualities of culture.

Findings

A cultural duality is described, which involves a paradoxical “yin-yang” relationship between two contrasting yet mutually constituted aspects of the collective mind. One domain, which involves conscious cognitive elements has dominated research characterized by positivism and empirical cross-cultural explorations of phenomenological cultural values. The second, more recondite domain, involves unconscious and embodied cultural phenomena, which are more tacit and hidden in indirect expression through communicative interaction, exchanges of symbolic representations and embodied behaviour in context.

Research limitations/implications

A methodological duality of qualitative and quantitative mixing in order to provide a bi-focal understanding of both tacit and explicit aspects of culture is proposed as a research agenda.

Originality/value

The suggestion is that these cultural shadows have been relatively neglected thus far in cross-cultural management research. This means that in order to better comprehend culture as paradox, an equalization of approaches sensitive to both sides of the duality is prescient. In pursuit of this idea, a complementary qualitative analysis directed at more nebulous cultural phenomena is proposed in order to provide a balanced analysis of culture as paradox.

Details

Journal of Organizational Change Management, vol. 33 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

To view the access options for this content please click here
Book part
Publication date: 3 March 2016

Ronit Kark, Tair Karazi-Presler and Sarit Tubi

This chapter focused on challenges and tensions that characterize leadership in the military context. It aims to identify and analyze key paradoxes that are reflected in…

Abstract

This chapter focused on challenges and tensions that characterize leadership in the military context. It aims to identify and analyze key paradoxes that are reflected in this unique setting, while exploring the challenges, opportunities, and advantages posed by these core paradoxes for leadership. It addresses different types of paradoxes, among them: (a) shared leadership versus hierarchical leadership, (b) flexibility and creativity versus conformity and discipline, (c) complexity and chaos versus simplicity and linearity, (d) hegemonic and prototypical leadership versus leadership of multiple identities, and last (e) distant leadership and exchange relationship versus intimate leadership and communal relationship. For each focal paradox, we uncover the dynamics, processes, management tensions, and possible subsequent outcomes. We suggest that leadership that is able to effectively attend to competing expectations and paradoxical tensions is essential in the current hybrid and complex organizational structure and unique context of the military. The chapter draws on interviews and prior research of leadership in the Israeli military, as well as other global military contexts, to gain a more nuanced understanding of the challenges of modern military leadership.

Details

Leadership Lessons from Compelling Contexts
Type: Book
ISBN: 978-1-78560-942-8

Keywords

To view the access options for this content please click here
Article
Publication date: 11 March 2019

Anne-Sophie Thelisson, Audrey Missonier, Gilles Guieu and Lotte S. Luscher

This paper aims to examine post-merger integration (PMI) through the lens of paradox to determine how paradoxes contribute to successful integration. Although PMI has been…

Abstract

Purpose

This paper aims to examine post-merger integration (PMI) through the lens of paradox to determine how paradoxes contribute to successful integration. Although PMI has been identified as crucial to understand merger success or failure, the literature on PMI drivers remains inconclusive.

Design/methodology/approach

Drawing on the theory of paradox and two key elements of PMI, strategic interdependency (SI) and organizational autonomy (OA), the authors describe the merger of two listed French companies using longitudinal data.

Findings

The authors identify how the paradox between OA and SI was triggered and fostered PMI success by leading to symbiotic integration. They also show that two capabilities were central in helping the paradox to evolve: preserving the specificities of the organizations and pooling their respective capabilities. These capabilities result from basic decisions and actions during the integration implementation, such as highlighting the expertise of the target firm, refocusing the core activity while valorizing each company’s expertise, clarifying the identity of the new organization on the market and enhancing joint piloting and transferring both general management capacity and functional abilities during the reorganization period.

Practical implications

The authors offer several useful insights for managers trying to manage paradoxical tension throughout the merger process. This study encourages managers to embrace inconsistencies as they make decisions and to shift to dynamic decision-making as a way to adapt to complex contexts.

Originality/value

This study adopts a global and inclusive approach to focus on OA and SI and flesh out a picture of the integration process. It proposes a dynamic process model to conceptualize the stage-wise nature of the PMI process by highlighting the interrelations between OA and SI dynamics.

Details

European Business Review, vol. 31 no. 2
Type: Research Article
ISSN: 0955-534X

Keywords

To view the access options for this content please click here
Article
Publication date: 1 September 2005

John F. McCarthy, David J. O'Connell and Douglas T. Hall

As a way to understand contemporary leadership, aims to examine an organization living through tragedy and study how its leader responded to extraordinary challenges over…

Abstract

Purpose

As a way to understand contemporary leadership, aims to examine an organization living through tragedy and study how its leader responded to extraordinary challenges over 12 years as chief executive officer. Proposes exploring leadership behavior through the lens of paradox, where leaders face conflicting choices in their decision‐making processes.

Design/methodology/approach

Primary case study research was conducted through on‐site interviews, participant observation, and archival research. Building from the careers and leadership literature, illustrates how one leader sorted through key paradoxical choices and studies how his sense of personal identity and adaptability served as bedrock metacompetencies in navigating complex change.

Findings

Two metacompetencies – personal identity and adaptability – help explain how effective leaders respond to situations requiring seemingly contradictory sets of behaviors. Here, leaders navigate traumatic situations and conflict by drawing on a deep awareness of self and high levels of adaptability, knowing how to respond appropriately to crisis, and invoke behaviorally complex responses to challenges. Frames this as being evidence of “identity/adaptability balanced leadership” to offer leadership development lessons and suggest directions for future leadership research.

Originality/value

This research examines leadership through the metacompetencies of identity and adaptability, emphasizing the critical mutuality across both dimensions. Draws direct linkages between the careers literature and the study of leadership and presents a meaningful way to understand the complexity of contemporary leadership, especially in times of great stress. These reflections offer broadly applicable lessons that will be useful to individuals seeking to grow as leaders and to development professionals who seek to foster growth in others.

Details

Leadership & Organization Development Journal, vol. 26 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

To view the access options for this content please click here
Article
Publication date: 1 March 1992

Carol A. O′Connor

Serves a dual purpose: (1) to clarify the nature and occurrence ofimpasse in groups towards defining and categorizing it: and (2) to usethese findings as a means for…

Abstract

Serves a dual purpose: (1) to clarify the nature and occurrence of impasse in groups towards defining and categorizing it: and (2) to use these findings as a means for diagnosing impasse and providing intervention to resolve it. It is a partial report of findings from a research project which contributed to the field of Organizational Gestalt and supported a paradoxical perspective to group life. This qualitative study used direct observation, surveys and interview methods. The weekly decision‐making meetings of nine senior managers of a mental health facility provided its data. Impasse situations were identified and analysed. From this a definition and five categories of impasse emerged. Also offers an approach for intervention design following a case study which illustrates impasse.

Details

Management Decision, vol. 30 no. 3
Type: Research Article
ISSN: 0025-1747

Keywords

1 – 10 of over 6000