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Early paradox research in organization theory contained a remarkable breadth of inspirations from outside disciplines. We wanted to know more about where early scholarship found inspiration to create what has since become paradox theory. To shed light on this, we engaged seminal paradox scholars in conversations: asking about their past experiences drawing from outside disciplines and their views on the future of paradox theory. These conversations surfaced several themes of past and future inspirations: (1) understanding complex phenomena; (2) drawing from related disciplines; (3) combining interdisciplinary insights; and (4) bridging discourses in organization theory. We end the piece with suggestions for future paradox research inspired by these conversations.

The purpose of this study is to discover the learning mechanisms and temporal dynamics of implementing systems (Six Sigma) as it unfolds over time.

The data come from a European engineering company that was implementing a Six Sigma-based quality management system (QMS) over a seven-year period. The analysis is based on an event-sequence reconstruction of the implementation process as it unfolded over time and discovers four different learning mechanisms that emerged: programmatic, persistent, adaptive and dialectical learning mechanisms. The research follows a process design study, where the authors study how the process unfolds over time.

Much of the literature on implementing management systems suggests that implementation follows a prescribed sequence of “turn-key” steps. However, the findings show that only 40% of all events were driven by prescribed “turn-key” generic practices, while 56% of events required constructing new practices via adaptive and dialectical learning. Moreover, the implementation process did not proceed in a linear programmatic fashion, but instead followed a punctuated equilibrium pattern, which alternated between periods of incremental change and major organizational change. The study also found that implementation required changing many complementary organizational structures and practices that were interdependent with the management system (i.e. Six Sigma). By understanding the implementation process, managers can better assess the time and effort involved, better adapt the system to their situated context and predict critical junctures where implementation could break down.

This research complements the few studies that have examined the process of implementing management systems. Most studies examine factors or conditions that result in implementation success (the what of implementing systems), but few examine the process of implementation and the learning that takes place during implementation (the how of implementing systems), which is a complex nonlinear process that involves different modes of learning.

In this paper we develop an integrated model identifying the key factors involved in managing exploratory innovation processes while also maintaining current business models and processes.

We first characterize the problem of innovation as consisting of “the four central problems” organizations face when trying to manage innovation processes (Van de Ven, 1986). We develop an enhanced version of O’Connor’s (2008) Discovery, Incubation and Acceleration (DIA) model by integrating elements of Sanchez’ (2012) theory of architectural isomorphism as well as Markides’ (2008) framework for strategically assessing the benefits of segregation versus integration of innovation processes. We develop and apply our model working with managers in two company contexts to assure the ability of our Integrated Model to identify key organizational and strategic variables that need to be recognized and managed in order to sustain successful exploratory innovation processes.

Reviews of our “Enhanced Integrated Model” with managers in the two companies suggest that our model would help them to recognize and manage key issues that were not addressed adequately in their prior efforts at exploratory innovation.

Our model building process provides a basic template for other research focused on developing normative management models through case-based research. The specific elements included in our Enhanced Integrated Models should provide managers with a useful model for managing exploratory innovation processes.

The purpose of this paper is to discuss the theoretical contribution of Li’s (2016) “Yin-Yang balancing” approach of paradox management, as well as its future development to guide paradox management research across the east and west contexts.

It begins by recognizing the importance of paradox management research, especially the indigenous epistemological approach as Li (2016) has followed. The authors take “being” and “becoming” ontology toward social reality as the basic premise in this commentary, and summarize the knowledge that the study has contributed to existing literature.

The “Yin-Yang balancing” approach can extend the knowledge about paradox management phenomena at least from four aspects: the “either/and” frame to view a paradox system, the importance of “seed” or “threshold” in defining moderate rather than extreme groups, duality map as a novel tool for paradox management, and comparison of being and becoming ontology.

Based on the comparison of “being” and “becoming” ontological view, the authors suggest to further develop this “Yin-Yang balancing” approach by emphasizing the following issues: eastern culture does not have exclusive ownership of the “becoming” ontology toward the world, elaboration of alternative theoretical explanation to win out the identity approach about organizational existence, the linkage between the “Yin-Yang balancing” epistemological system and process research method, and boundary condition of the “Yin-Yang balancing” approach.

The growing involvement of management researchers in knowledge exchange activities and collaborative research does not seem to be reflected in a growing academic output. The purpose of this paper is to explore barriers for the limited academic output from these activities as well as the potential for ‘interesting’ papers.

The paper uses secondary data and statistics as well as an illustrative case study to trace knowledge exchange activities and barriers for academic output based on these activities.

The paper identifies a number of barriers for the turning of data derived from knowledge exchange activities into academic papers such as low priority of case study research in leading management journals, a growing practice orientation in the research funding systems, methodological challenges because of limited researcher control and disincentives for researcher involvement in knowledge exchange activities. The paper also identifies a potential for ‘interesting’ research and discoveries through collaborative research.

Diminishing the barriers for collaborative and case-based research and exploring the potential for ‘interesting’ discoveries has the potential to increase the number of published papers with a high level of scientific rigor as well as a high level of relevance for practice.

An outcome focus on the relationship between knowledge exchange activities and management research is to the author’s knowledge new in the debate about weak practical relevance of management research.

This chapter advances our understanding of collaborative innovation processes that span across organizational boundaries by providing an ethnographic account of idea generation dynamics in a member-initiated online songwriting community. Applying a science and technology studies perspective on processes “in the making,” the findings of this chapter reveal the generative entanglements of three processes of content-in-the-making, skill-in-the-making, and community-in-the-making that were triggered and maintained over time by temporary stabilizations of provisional, interim outcomes. These findings also elucidate interferences between these three processes, particularly when an increased focus on songs as products undermines the ongoing collaborative production of ideas. Regular interventions in the community design were necessary to simultaneously stimulate the three processes and counteract interfering tendencies that either prioritized content production, community building, or skill development, respectively. The authors conclude that firms seeking to tap into online communities’ innovative potential need to appreciate community and skill development as creative processes in their own right that have to be fostered and kept in sync with content production.

Examines the concept of public organisations’ effectiveness in a developing country (Saudi Arabia) using a sample of 105 organizations and three questionnaire scales, and investigates the correlates of effectiveness. Concludes that the achievement of high effectiveness in Saudi Arabian public organizations is dependent on a conflict‐free, co‐operative work climate.