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1 – 10 of 467Peter E. Johansson, Jessica Bruch, Koteshwar Chirumalla, Christer Osterman and Lina Stålberg
The purpose of this paper is to advance the understanding of paradoxes, underlying tensions and potential management strategies when integrating digital technologies into existing…
Abstract
Purpose
The purpose of this paper is to advance the understanding of paradoxes, underlying tensions and potential management strategies when integrating digital technologies into existing lean-based production systems (LPSs), with the aim of achieving synergies and fostering the development of production systems.
Design/methodology/approach
This study adopts a collaborative management research (CMR) approach to identify patterns of organisational tensions and paradoxes and explore management strategies to overcome them. The data were collected through interviews and focus group interviews with experts on lean and/or digital technologies from the companies, from documents and from workshops with the in-case researchers.
Findings
The findings of this paper provide insights into the salient organisational paradoxes embraced in the integration of digital technologies in LPS by identifying different aspects of the performing, organising, learning and belonging paradoxes. Furthermore, the findings demonstrate the intricacies and relatedness between different paradoxes and their resolutions, and more specifically, how a resolution strategy adopted to manage one paradox might unintentionally generate new tensions. This, in turn, calls for either re-contextualising actions to counteract the drift or the adoption of new resolution strategies.
Originality/value
This paper adds perspective to operations management (OM) research through the use of paradox theory, and we (1) provide a fine-grained perspective on why integration sometimes “fails” and label the forces of internal drift as mechanisms of imbalances and (2) provide detailed insights into how different management and resolution strategies are adopted, especially by identifying re-contextualising actions as a key to rebalancing organisational paradoxes in favour of the integration of digital technologies in LPSs.
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Canan Kocabasoglu-Hillmer, Evelyne Vanpoucke, Byung-Gak Son and Sinéad Roden
This study explores the potential of paradox theory as a novel theoretical lens to investigate persistent and interdependent tensions in supply chains. It is based on a critical…
Abstract
Purpose
This study explores the potential of paradox theory as a novel theoretical lens to investigate persistent and interdependent tensions in supply chains. It is based on a critical literature review focusing on paradoxes observed within complex supply chains in dynamic business environments, including the articles selected for this special issue, “Environmental Dynamism and Supply Chain Complexity: Managing the Paradoxes.”
Design/methodology/approach
This study introduces the key concepts and themes of the paradox theory literature and possible methodological approaches to studying paradoxes in supply chains. Through a literature review, this study also reflects on the current state of paradox research in the field of operations and supply chain management (OSCM) and proposes future research questions.
Findings
The application of paradox theory to OSCM research is in its early stages. This paper presents opportunities to explore persistent and interdependent tensions in supply chains using paradox theory.
Research limitations/implications
The paper suggests several new research questions that should be translated into more precise propositions. The main implication for research is a call to focus attention on how and why a paradox perspective can help supply chain researchers view complex supply chain problems with fresh eyes.
Originality/value
The study provides the first critical review of paradoxical tensions in OSCM research. While the papers in this special issue contribute significantly to a better understanding of these issues, there is still significant potential for understanding how to respond to paradoxes in supply chains.
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Lisa Källström and Per Siljeklint
Although the place stakeholders play a key role in participatory place branding, surprisingly little interest has been shown in the people involved in participatory place branding…
Abstract
Purpose
Although the place stakeholders play a key role in participatory place branding, surprisingly little interest has been shown in the people involved in participatory place branding initiatives. The purpose of this study is to explore place stakeholders’ perceptions of the meaning and scope of place branding.
Design/methodology/approach
This paper is based on two cases of participatory place branding, and the research design is inspired by participatory action research. The empirical material comprises observations, qualitative questionnaires and interviews.
Findings
This study identifies and describes four paradoxes in place stakeholders’ perceptions of the meaning and scope of place branding, embracing the target group (internal vs external), the objective (explore vs exploit), the stakeholders’ role (active vs passive) and the main value of place branding initiatives (process vs outcome). Furthermore, in this study, the place stakeholders’ paradoxical perceptions of place branding meant that, during the participatory processes, the authors encountered and needed to manage various opinions and behaviours, for example, “critics”, “innovators” and “relators”.
Originality/value
This paper contributes with a new perspective on participatory place branding. By capturing place stakeholders’ perceptions and understanding of place branding, this paper develops our knowledge and understanding of the starting point of participatory processes.
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Miguel Pina e Cunha, António Nogueira Leite, Arménio Rego and Remedios Hernández-Linares
This paper aims to discuss the work of non-executive directors (NEDs) as inherently paradoxical. Paradox refers to the presence of persistent contradictions between interdependent…
Abstract
Purpose
This paper aims to discuss the work of non-executive directors (NEDs) as inherently paradoxical. Paradox refers to the presence of persistent contradictions between interdependent forces. Those persistent tensions are explored, and approaches are indicated to stimulate the adaptive use of paradoxes as forces of innovation and renewal.
Design/methodology/approach
This conceptual approach can be read as an invitation for corporate governance scholars to embrace the logic of paradox to expand the understanding of this topic. Paradox is not conceptualized as an alternative to dominant structural views, including board composition, but as a complementary conceptual perspective, a meta-theoretical lens to shed light on the tensions inherent to governance.
Findings
The authors propose that paradox theory offers a fresh conceptual lens to study the role of NEDs. This approach may help NEDs to turn tensions and paradoxes visible to develop a rich understanding of their work, as well as helping them navigate the complexities of organizing, a process rich in inherent paradoxicality.
Originality/value
Organizational paradox theory is a bourgeoning field of study, but the conceptual lens of paradox has still been underexplored in the study of corporate governance.
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This perspective article provides an overview of current research on paradoxes within family business settings and outlines emerging trends and potential avenues for future…
Abstract
Purpose
This perspective article provides an overview of current research on paradoxes within family business settings and outlines emerging trends and potential avenues for future research in this field.
Design/methodology/approach
This article is inspired by a systems-theoretical approach to business family paradoxes.
Findings
The article suggests that increasing research interest in more-than and neither-nor approaches to paradox could propel the digital transformation of paradox theory and facilitate the strategic management of family business paradoxes in multi-stakeholder environments.
Originality/value
This article synthesises the state of the arts in the field of research on family business paradoxes and proposes future research agendas.
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Tachia Chin, T.C.E. Cheng, Chenhao Wang and Lei Huang
Aiming to resolve cross-cultural paradoxes in combining artificial intelligence (AI) with human intelligence (HI) for international humanitarian logistics, this paper aims to…
Abstract
Purpose
Aiming to resolve cross-cultural paradoxes in combining artificial intelligence (AI) with human intelligence (HI) for international humanitarian logistics, this paper aims to adopt an unorthodox Yin–Yang dialectic approach to address how AI–HI interactions can be interpreted as a sophisticated cross-cultural knowledge creation (KC) system that enables more effective decision-making for providing humanitarian relief across borders.
Design/methodology/approach
This paper is conceptual and pragmatic in nature, whereas its structure design follows the requirements of a real impact study.
Findings
Based on experimental information and logical reasoning, the authors first identify three critical cross-cultural challenges in AI–HI collaboration: paradoxes of building a cross-cultural KC system, paradoxes of integrative AI and HI in moral judgement and paradoxes of processing moral-related information with emotions in AI–HI collaboration. Then applying the Yin–Yang dialectic to interpret Klir’s epistemological frame (1993), the authors propose an unconventional stratified system of cross-cultural KC for understanding integrative AI–HI decision-making for humanitarian logistics across cultures.
Practical implications
This paper aids not only in deeply understanding complex issues stemming from human emotions and cultural cognitions in the context of cross-border humanitarian logistics, but also equips culturally-diverse stakeholders to effectively navigate these challenges and their potential ramifications. It enhances the decision-making process and optimizes the synergy between AI and HI for cross-cultural humanitarian logistics.
Originality/value
The originality lies in the use of a cognitive methodology of the Yin–Yang dialectic to metaphorize the dynamic genesis of integrative AI-HI KC for international humanitarian logistics. Based on system science and knowledge management, this paper applies game theory, multi-objective optimization and Markov decision process to operationalize the conceptual framework in the context of cross-cultural humanitarian logistics.
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Organizations will be key to realizing the “transformative change for humanity” now being called for. However, the complexity calls for new ways of facilitating change and…
Abstract
Purpose
Organizations will be key to realizing the “transformative change for humanity” now being called for. However, the complexity calls for new ways of facilitating change and organizational learning; it also calls for moving beyond sustainability to develop practices that restore and regenerate the world in which we live. Above all, it calls for the development of new frameworks, practices, mindset and capabilities to hold space for and facilitate such transformation, to dance with the “Logic of Life.” The purpose of this study is to contribute to advancing the current leading frameworks and practices of facilitating learning and development towards the enabling of regenerative transformative change in organizations and society.
Design/methodology/approach
This study is based on an exploratory qualitative analysis of a facilitation prototype that expands the current framework and practice of Appreciative Inquiry Summits toward regeneration.
Findings
This study presents four paradoxes of regenerative facilitation to guide the dance for life in complex ecosystems. It also identifies that the dance needs to be widened, towards inviting more frequently the ends of the four paradoxes noted as regenerative, negative emotions, inner and more-than-human.
Originality/value
This study explores the intersection of practices and frameworks for facilitating complexity with principles from regenerative leadership and complexity theory, potentially making an important contribution to the urgent and widespread need to facilitate a regenerative transformative change for humanity, society and our organizations.
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Welington Norberto Carneiro, Jose Carlos Tiomatsu Oyadomari, Paulo Afonso, Ronaldo Gomes Dultra-de-Lima and Octavio Ribeiro de Mendonça Neto
This paper seeks to understand kaizen in practice as it travels through time and space in the organisational setting.
Abstract
Purpose
This paper seeks to understand kaizen in practice as it travels through time and space in the organisational setting.
Design/methodology/approach
A qualitative case study was carried out at a multinational company using mainly interviews for the data collection that were analysed from an actor-network theory (ANT) perspective.
Findings
This paper finds that the company deals with a series of paradoxes while managing the kaizen process. Efficiency and quality paradoxes are the basis for starting kaizen projects. Furthermore, intrinsic, and extrinsic motivation, emerge in these processes, and paradoxes relate to how spontaneous ideas emerge in a deliberated context of cost-saving objectives. The supply chain finance team coordinates kaizen projects with the collaboration of plant managers, promoting the paradox of autonomy and control. In addition, as kaizen mobilises and enrols the actors, some trials of strength emerge, showing actors who oppose the kaizen network and create competing networks that mutually exist in the firm.
Practical implications
This study presents valuable insights for professionals to successfully implement kaizen methodologies that take advantage of developing a network for problem-solving in organizations.
Originality/value
This study highlights the supply chain finance team's role in enrolling the actors within a network built by practitioners engaged in kaizen projects. Usually, engineers, quality, or manufacturing teams lead kaizen projects, and only occasionally, accounting and financial teams participate, including multidisciplinary teams.
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Stina Rydell Brøgger and Maria Dahl Andersen
Since the 1980's, diversity management (DM) has been regarded as a relevant scholarly and practical endeavour laden with different and often contrasting rationales and…
Abstract
Purpose
Since the 1980's, diversity management (DM) has been regarded as a relevant scholarly and practical endeavour laden with different and often contrasting rationales and conceptualisations. In this regard, the current literature on DM largely differentiates between two overarching approaches – the instrumental and the critical approach with varying conceptualisations and underlying understandings of DM. The purpose of this paper is to discuss how a paradox lens can be utilised to bridge existing understandings of diversity management.
Design/methodology/approach
The authors aim to discuss the current state of DM literature and reconceptualise DM from a paradox lens.
Findings
The authors argue that the use of a paradox lens on DM allows for challenges to be brought forward instead of ignored or hidden away by illuminating and actively acknowledging both the liberating but also the challenging and oftentimes constraining experiences for the actors involved. Thus, a Paradox lens offers space for embracing and utilising paradoxes when working with diversity.
Originality/value
Diversity management is no new concept in the field of human resource management and several scholars argue that the longstanding divide between the instrumental and critical approach remains problematic and limiting for the practice of DM. Hence, the value of reconceptualising DM from a paradox lens lies in bridging the two approaches in order to give way to viewing DM as a nuanced, dynamic and multifaceted practice that can accommodate complexity and contradictions in new and potentially beneficial manners.
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In a fast-paced and hypercompetitive environment, organizational members are awash with paradoxes where they are forced to accomplish opposing goals simultaneously (“both/and”…
Abstract
Purpose
In a fast-paced and hypercompetitive environment, organizational members are awash with paradoxes where they are forced to accomplish opposing goals simultaneously (“both/and”) instead of choosing one over the other (“either/or”). The literature has acknowledged paradox as a common type of contradiction in managing information and information technology (IT), but few studies have investigated how individuals can leverage paradoxical tensions. Drawing upon paradox theory, this study develops a research model that embodies a “both/and” paradigm in paradoxical tensions via analytical alignment, a paradox mindset and resilience under environmental dynamism.
Design/methodology/approach
This study examines the research model using hierarchical regression analysis with 308 analytics experts.
Findings
Empirical results find that the alignment of analytical technology and data-driven culture (AT-2DC) has a positive effect on a paradox mindset. Results also show that a paradox mindset has a positive influence on resilience. AT-2DC alignment also mediates the relationship between paradox mindset and resilience. In addition, AT-2DC alignment is more critical to a paradox mindset under a high level of environmental dynamism.
Originality/value
This study sheds light on how individuals can leverage paradoxical tensions with a “both/and” perspective and stay resilient when managing opposing demands and changes.
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