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1 – 10 of over 20000This paper makes a case for the investigation of organizational paradoxes through the analysis of documents. After having presented what paradoxes are and the methodological…
Abstract
Purpose
This paper makes a case for the investigation of organizational paradoxes through the analysis of documents. After having presented what paradoxes are and the methodological challenges of studying them, the paper turns to document research, with emphasis on its potential contribution to paradox research. More specifically, document research typically provides ready-to-code data in a nonintrusive manner, allowing for the potential longitudinal, multilevel and multivoice analysis of organizational paradoxes and their management, in practice. To illustrate this, the purpose of this paper is to explore exemplar research based on multiple approaches to the study of different paradoxes in/around various documents and sets a research agenda.
Design/methodology/approach
Exemplar research on paradoxes using organizational documents as central data are presented. This highlights the range of documents and analytical strategies that can be used to explore organizations’ discursive management of paradoxes, as well as the roles documents can play in organizational contexts marked by different types of paradoxes.
Findings
A research agenda is developed, formulated around the needs to study paradoxes within documents and around them; grasp the discursive strategies deployed in documents to deal with paradoxes and/or the action of documents in contexts marked by paradoxes; follow the organizational processes involving documents, paying special attention to the paradoxes surrounding the development, adoption and appropriation of documents; and compare paradoxes in documents and those around the documents’ mobilization.
Originality/value
Despite growing interest in organizational paradoxes, reflections on methodological approaches to exploring them remain scarce and alternative methods largely unexplored. This paper makes the following proposition: organizational documents (strategic plans, annual reports, policies, websites, etc.) can provide a valuable entry point to explore organizational paradoxes.
Kimberly Stoltzfus, Cynthia Stohl and David R. Seibold
The purpose of this paper is to examine how paradox emerges during a planned change initiative to improve and dramatically transform inter‐agency information sharing. Based on…
Abstract
Purpose
The purpose of this paper is to examine how paradox emerges during a planned change initiative to improve and dramatically transform inter‐agency information sharing. Based on interviews with key decision makers, the authors interrogate the relationships among institutional contradictions, emergent dualities, the communicative management of related organizational stakeholder paradoxes, and the consequences of enacted solutions.
Design/methodology/approach
Interviews with government leaders serve as the data source. These decision makers are from justice agencies participating in planning an information‐sharing program to better protect citizens and their agencies' workforce.
Findings
The data suggests that Seo and Creed's institutional contradiction “isomorphism conflicting with divergent interests” gave rise to three interdependent dualities: stakeholder self‐interest/collective good, stakeholder inclusion/exclusion, and emergent stakeholder consensus/leader driven decision making. These dualities were implicated in the enactment of paradox and its management. No matter what strategy the managers used, the consequences themselves were paradoxical, rooted in the same dualities that were originally present.
Research limitations/implications
The authors sought to trace the outcomes of how leaders managed the poles of dualities, and found evidence of unintended consequences that were intriguing in their own right and were linked to stakeholder considerations. The paper underscores the importance of communication in the representation of paradoxes and how they were managed, and the unintended consequences of the solutions.
Practical implications
Leaders' articulations of paradox can be tapped for improving change efforts.
Originality/value
Whereas, institutional contradictions have been examined in reference to emerging paradox, and while paradoxical solutions have been studied widely, little research has investigated how institutional contradictions become simultaneously embedded in the process and the outcomes of organizational change.
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Avinash Malshe and Michael T. Krush
The purpose of this study is to understand one portion of the sales ecological system. This paper focuses on the mesolevel or intra-organizational system that includes the sales…
Abstract
Purpose
The purpose of this study is to understand one portion of the sales ecological system. This paper focuses on the mesolevel or intra-organizational system that includes the sales and marketing functions. This paper examines distinct tensions at three levels of the firm’s hierarchy and the mechanisms used to manage the tensions.
Design/methodology/approach
The authors use a qualitative data collection. A discovery-oriented process is used to understand the interconnections that exist among marketing-sales dyads at three organizational levels across several firms.
Findings
This paper uncovers distinct tensions and defenses exhibited by managers at each hierarchical level and this paper presents mechanisms that can are used to reduce the tensions.
Research limitations/implications
The multi-level perspective demonstrates the value of examining the intra-organizational aspect of the sales ecosystem. This paper uses a qualitative approach to highlight that sales-marketing tensions are unique to each of the hierarchical levels. This paper demonstrates that the tensions are a function of the unique roles each sales and marketing executive has within the organization.
Practical implications
To make the sales and marketing interface more effective, managers need to view tensions across the sales-marketing interface as complementary versus opposing forces. Managers must balance these tensions, rather than fight them and/or select one of the alternatives over the other. This paper suggests that paradoxical thinking may be a valued skillset for managers at each level of the organization.
Originality/value
The study uses a unique qualitative data set that examines the sales-marketing interface across three levels of an organizational hierarchy. Through this approach, this paper delineates specific tensions between marketing and sales within each level of the firm. This paper also describes mechanisms to manage the tensions common within the sales-marketing interface.
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Mariem Ghares, Adeline Gilson and Adama Ndiaye
In fact, this research seeks to understand, on the one hand, the nature of defensive reactions and, on the other hand, the strategies mobilised by actors to deal with paradoxes of…
Abstract
Purpose
In fact, this research seeks to understand, on the one hand, the nature of defensive reactions and, on the other hand, the strategies mobilised by actors to deal with paradoxes of identity.
Design/methodology/approach
The authors mobilise a qualitative methodology based on three contrasting longitudinal case studies, several sequences of non-participant observations, semi-structured interviews and secondary data.
Findings
The results show, on the one hand, close professional identities despite different organisations and, on the other hand, different reactions and strategies for managing paradoxes of identity despite the proximity of professional identities.
Originality/value
Beyond the singularity of the paradoxes of identity studied, the research invites the authors to develop spaces for discussion.
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Henrik Pålsson and Erik Sandberg
The purpose of this paper is to explore different types of packaging paradoxes and the reasons for their existence in food supply chains.
Abstract
Purpose
The purpose of this paper is to explore different types of packaging paradoxes and the reasons for their existence in food supply chains.
Design/methodology/approach
The research uses a multiple case study approach with rich empirical data from seven leading companies in Swedish food supply chains. The research uses coding and a paradox theory lens to analyse packaging paradoxes, both within and between companies in a supply chain.
Findings
The paper provides a novel theoretical lens which uses comprehensive empirical data to identify and categorise four types of packaging paradoxes on two system levels in food supply chains. It presents detailed descriptions of, and underlying reasons for, the paradoxes. It also discusses strategies required to manage packaging paradoxes.
Research limitations/implications
Future research should confirm and extend the findings in this study by incorporating data from companies in other countries. It should cover the importance of paradoxes, their impact on company performance and innovation, and how different paradoxes are related to each other. It should also investigate strategies to manage paradoxes further.
Practical implications
The findings should help companies acknowledge and identify management principles for packaging paradoxes in food supply chains.
Originality/value
It is the first study which systematically explores packaging paradoxes in food supply chains. The study offers a new approach to understand the complexity of packaging decisions in food supply chains. It contributes to the packaging logistics literature by extending theoretical knowledge about conflicts of interest related to packaging. The management discussion offers initial insights into management of packaging paradoxes and directions for future research.
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Axel Georg Zehendner, Philipp C. Sauer, Patrick Schöpflin, Anni-Kaisa Kähkönen and Stefan Seuring
Managing supply chains (SCs) for sustainability often results in conflicting demands, which can be conceptualized as sustainability tensions. This paper studies sustainability…
Abstract
Purpose
Managing supply chains (SCs) for sustainability often results in conflicting demands, which can be conceptualized as sustainability tensions. This paper studies sustainability tensions in electronics SC contexts and the related management responses by applying a paradox perspective.
Design/methodology/approach
A single case study on the electronics SC is conducted with companies and third-party organizations as embedded units of analysis, using semi-structured interviews that are triangulated with publicly available data.
Findings
The study identifies tension elements (learning, belonging, organizing and economic performing) conflicting with general social–ecological objectives in the electronics SC. The results indicate a hierarchal structure among the sustainability tensions in SC contexts. The management responses of contextualization and resolution are assigned to the identified tensions.
Practical implications
Framing social–ecological objectives with their conflicting elements as paradoxical tensions enables organizations and SCs to develop better strategies for responding to complex sustainability issues in SC contexts.
Originality/value
The study contributes toward filling the gap on paradoxical sustainability tensions in SCs. Empirical insights are gained from different actors in the electronics SC. The level of emergence and interconnectedness of sustainability tensions in a larger SC context is explored through an outside-in perspective.
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This chapter goes into deeper discussion and consideration of holistic leadership through the concept of holistic leadership presented in Part 1 and analysis of a number of case…
Abstract
This chapter goes into deeper discussion and consideration of holistic leadership through the concept of holistic leadership presented in Part 1 and analysis of a number of case studies presented in Part 2. The chapter first analyzes and considers the concept of dialectical leadership, which is an element for achieving a balance between centralized leadership and distributed leadership at the psychological boundary layer located at the boundary layer between the formal organizational layer and the informal organizational layer from the perspective of four dimensions: the time axis, spatial axis, strategic axis, and management axis. This is because there is new knowledge gained from multiple case analyses and because dialectical leadership has an impact on management elements in these four dimensions when companies execute strategic knowledge creation processes to achieve business innovation. Second, the chapter discusses the concept of leadership interaction which occurs among leaders at the individual boundaries of the three-layered structure (practice layers) of the informal organization layer located in the business community, the psychological boundary layer located in the boundary layer of the business community, and the formal organization layer located in the formal organization, and the three management layers. Third, as demonstrated in the cases of Apple, Cisco Systems, Dyson, SoftBank, and Sony, strategic collaboration with other companies including customers is extremely important for those practitioners who are promoting business ecosystem strategies across different companies. To achieve this, synchronization of leadership at the three practice layers and three management layers in holistic leadership through boundary negotiations among individual leaderships across different companies is important. These concepts are discussed in this chapter. Fourth, this chapter indicates that excellent holistic leadership is necessary for practitioners to achieve strategic knowledge creation high in quality, but this requires leadership for value creation for the formation of new business communities that originate in the formation of “Ba.” The chapter also indicates that “practical wisdom” is an important element for practitioners in such value creation, and the presence of this element is a necessary condition for generating excellent holistic leadership.
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Asad Khan, Muhammad Ibrahim Khan, Zia ur Rehman and Shehzad Khan
This study aims to extend Bowman's risk–return paradox to Asian emerging markets and explain its causes under the prospect theory.
Abstract
Purpose
This study aims to extend Bowman's risk–return paradox to Asian emerging markets and explain its causes under the prospect theory.
Design/methodology/approach
The study is conducted on a cross-sectional sample of 4,609 firms across nine Asian emerging countries. The two stage least squares (2SLS) estimation technique is used to evaluate the three objectives of the study, i.e. Bowman's risk–return paradox, significance of firm-specific risk and prospect theory explanation of Bowman's paradox.
Findings
The authors challenge the two basic financial economics arguments that higher risk is rewarded with higher return, and firm-specific risk is diversifiable. The empirical findings confirm the negative impact of firm-specific and systematic risk on firm return, thus, corroborates the Bowman's explanation of risk–return trade-off. However, the authors did not find empirical evidence to support prospect theory's explanations of Bowman’s paradox in Asian emerging markets.
Originality/value
A holistic approach is adopted to analyze the various aspects of Bowman's paradox and its causes for the same time period, variables and sample. The authors also rectified several methodological limitations observed in previous studies, i.e. the use of same proxies for firm return and risk, endogeneity and survivorship issues. Furthermore, the findings of this study will enable managers to formulate critical viewpoint on firm-specific risk and systematic risk and take informed strategic decisions regarding optimum utilization of their firm's key resources in Asian emerging markets.
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Sheila Marsh and Marion Macalpine
This article uses stories from organisations to show how the “Helvig Square” can be an accessible and stimulating tool for managers learning to manage paradox. Many of us have…
Abstract
This article uses stories from organisations to show how the “Helvig Square” can be an accessible and stimulating tool for managers learning to manage paradox. Many of us have been socialised and educated into binary, “either/or” thinking. As managers we find it hard to cope with current management dilemmas, such as how to plan and stay flexible, how to devolve decisions and keep corporate focus. In this article we build on the work of Pascale who uses the concept of paradox and working with “contending opposites”. This is important thinking, but we show how people can still be entrenched in opposing camps and unable to engage in meaningful dialogue. We explore how managers can expand their thinking through using the Helvig Square. This framework provides a tool which represents the problem more fully, offers a means of analysis and enables a focus on action.
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Manuel Núñez‐Nickel and Manuel Cano‐Rodríguez
To date, the validity of the empirical tests that employ the mean‐variance approach for testing the risk‐return relationship in the research stream named Bowman’s paradox is…
Abstract
To date, the validity of the empirical tests that employ the mean‐variance approach for testing the risk‐return relationship in the research stream named Bowman’s paradox is inherently unverifiable, and the results cannot be generalized. However, this problem can be solved by developing an econometric model with two fundamental characteristics: first, the use of a time‐series model for each firm, avoiding the traditional cross‐sectional analysis; and, second, the estimation of a model with a single variable (firm’s rate of return), whose expectation and variance are mathematically related according to behavioral theories, forming a heteroskedastic model similar to GARCH (generalized autoregressive conditional heteroskedasticity). The application of this methodology for Bowman’s paradox is new, and its main advantage is that it solves the previous criticism of the lack of identification. With this model, we achieve results that agree with behavioral theories and show that these theories can also be carried out with market measures.
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