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The purpose of this chapter is to examine how leaders furthered the development of a social enterprise in response to paradoxes. Data on leadership practices were collected through interviews and observations in an Italian Healthcare network over the organization’s first two years. The data indicate that leaders addressed paradoxes in developing several critical resources by using both top-down influence and bottom-up participation. Leaders used top-down practices to further organizational development along a known path when they could leverage technical expertise or a vision to address a source of tension. Bottom-up practices, on the other hand, permitted the discovery of new paths that had not been previously identified. Leaders leveraged such responses where tensions appeared intractable. Implications for managers and organizational development and change practitioners are discussed.

This volume presents state-of-the-art research and thinking on the analysis of justification, evaluation and critique in organizations, as inspired by the foundational ideas of French Pragmatist Sociology’s economies of worth (EW) framework. In this introduction, we begin by underlining the EW framework’s importance in sociology and social theory more generally and discuss its relative neglect within organizational theory, at least until now. We then present an overview of the framework’s intellectual roots, and for those who are new to this particular theoretical domain, offer a brief introduction to the theory’s main concepts and core assumptions. This we follow with an overview of the contributions included in this volume. We conclude by highlighting the EW framework’s important yet largely untapped potential for advancing our understanding of organizations more broadly. Collectively, the contributions in this volume help demonstrate the potential of the EW framework to (1) advance current understanding of organizational processes by unpacking justification dynamics at the individual level of analysis, (2) refresh critical perspectives in organization theory by providing them with pragmatic foundations, (3) expand and develop the study of valuation and evaluation in organizations by reconsidering the notion of worth, and finally (4) push the boundaries of the framework itself by questioning and fine tuning some of its core assumptions. Taken as a whole, this volume not only carves a path for a deeper embedding of the EW approach into contemporary thinking about organizations, it also invites readers to refine and expand it by confronting it with a wider range of diverse empirical contexts of interest to organizational scholars.

This paper reviews the range of sensors used in electronic nose (e‐nose) systems to date. It outlines the operating principles and fabrication methods of each sensor type as well as the applications in which the different sensors have been utilised. It also outlines the advantages and disadvantages of each sensor for application in a cost‐effective low‐power handheld e‐nose system.

This research contributes to understanding emotional and political challenges experienced by middle managers as they work with contradictions inherent in leading change from the middle. Focus group data from 27 such middle managers based in the UK indicate that, once they have been assigned roles and tasks for leading change, underlying dynamics and processes influence the degree to which they become capable (or unable) to shape and navigate that change. A proposed conceptual framework, illustrated by a case vignette, provides a base of existing knowledge for understanding and explaining these dynamics. We also construct a model of the key tensions that are integral to middle managers leading change. A further contribution to practice involves elaborating the importance of collaborative effort across hierarchical and vertical boundaries, despite emotional and political tensions that undermine middle managers’ roles as change agents.

Accumulated evidence suggests that efforts at diversity management (DM) yield mixed results or even fail in terms of promoting workforce diversity. Previous scholarly attempts to explain the mixed results of DM initiatives provided only partial understanding. This study applies a paradox perspective to better understand the challenges of DM from the vantage point of diversity managers, who play a central role in the promotion and implementation of diversity initiatives.

In-depth interviews with diversity managers in large business organizations in Israel explored practitioners' conceptions of the challenges underlying the implementation of diversity initiatives. A grounded theory approach was utilized.

The findings reveal the emergence of paradox: diversity initiatives generate organizational tensions that undermine their success and hence amplify the need for further diversity interventions. Three distinct paradoxes are identified: necessary change vs desire for stability; bureaucratic control vs flexible procedures; and long-term business gains vs short-term losses. Diversity managers utilize two opposing strategies to contend with these paradoxes.

This study does not represent voices of diverse employees or of top executives. The data focused on mid-level practitioners' descriptions of DM challenges and their methods of contending with them.

The findings shed light on an effective strategy of contending with paradox. Recognizing paradox and navigating it properly may greatly advance the success of costly DM change interventions. Implications are suggested regarding the academic education and training of DM practitioners.

Based on the paradox framework, which offers a novel vantage point for understanding the challenges of implementing DM, the findings contribute to the scholarly understanding of the limited success of DM interventions.

Third-party logistics (3PL) companies have experienced an explosion of volume during coronavirus disease 2019 (COVID-19). Special tiers have been introduced to provide differentiated levels of service to the customers. However, such changes in an organization reveal and intensify tensions known as paradoxes. The purpose of this research is to identify what paradoxes emerged or have become more salient specifically due to COVID-19 in 3PLs' ground operations and how they are dealt with by ground operation managers.

This is a qualitative study conducted in two phases. Phase one utilizes a questionnaire approach to identify the paradoxes within the 3PLs operating in the USA. Phase two, conducted six months after phase one, follows an in-depth one-on-one interview approach. NVivo 12 is employed to analyze the interview data.

The results show that new paradoxes did in fact emerge due to the COVID-19 and are mostly related to the performing paradox category. Findings from in-depth interviews show that the 3PL managers focus on keeping safety as priority to manage COVID-19 related paradoxes, along with modifying operational plans, improving communication, investing in training, optimizing hub network, introducing modified/new methods and adapting modified human resource policies.

This paper is among the first known to identify paradoxes within the 3PL operations during the COVID-19 and provides insights into how these paradoxes are dealt with at mid-management level. Findings of this study provide foundations for the development of a theoretical framework on handling paradoxes within 3PLs.

The highly uncertain and turbulent environments nowadays intensify the paradoxical effects of supply base concentration (SBC) on improving cost efficiency while increasing idiosyncratic risk (IR). Digitalization is regarded as a remedy for this paradox, yet digitization's potentially curative effect has not been empirically tested. Leveraging the lenses of paradox theory and information processing theory (IPT), this study explores how two distinct dimensions of digitalization, i.e. digitalization intensity (DI) and digitalization breadth (DB), reconcile the paradoxical effects of SBC.

Using a panel dataset of 1,238 Chinese manufacturing firms in the period of 2012–2020, this study utilizes fixed-effects regression models to test the proposed hypotheses.

The authors discover that SBC enhances a firm's cost efficiency but induces greater IR. More importantly, there is evidence that DI restrains the amplifying effect of SBC on IR. However, DB weakens the enhancing effect of SBC on cost efficiency and aggravates the SBC's exacerbating effect on IR.

This study advances the understanding of the paradoxical effects of SBC on cost efficiency and IR from a paradox theory perspective. More importantly, to the best of the authors' knowledge, the authors' study is the first to untangle the differential roles of DI and DB in reconciling the paradox of SBC. This study also provides practitioners with nuanced insights into how the practitioners should use appropriate tactics to deploy digital technologies effectively.

The concept of participatory journalism draws attention to the shortcomings of established journalism by emphasising the role of the audience for boosting pluralism, transparency, deliberation and media accountability. Drawing on filed theory, the study attempts to shed light on whether the former audience can disrupt the field of journalism. To do so, it investigates the level and preferred forms of participation and provides evidence on how users perceive of the participatory affordances offered through news media websites. Although users assign public discourse functions to participatory avenues, the study confirms the reluctant audience paradigm, and the popularity of tools enabling low editorial capacity. From a field perspective, it is argued that although users' doxa denotes democratising ideas about participation, their behaviour is ultimately driven by their weak habitus (position) in the field. To use Bourdieu's metaphor, the power in the journalistic game still lies in the hands of professionals; users are not willing or capable of disrupting the norms and practices of mainstream journalism.

This paper formulates and analyzes Bayesian model variants for the analysis of systems of spatial panel data with binary-dependent variables. The paper focuses on cases where latent variables of cross-sectional units in an equation of the system contemporaneously depend on the values of the same and, eventually, other latent variables of other cross-sectional units. Moreover, the paper discusses cases where time-invariant effects are exogenous versus endogenous. Such models may have numerous applications in industrial economics, public economics, or international economics. The paper illustrates that the performance of Bayesian estimation methods for such models is supportive of their use with even relatively small panel data sets.

The canonical narratives (Bruner, 2004) of contemporary research with children include participation, agency and voice. This inclusive language has saturated research literature throughout the development of the “new” social studies of childhood (James, Jenks, & Prout, 1998). Their presence was highlighted as illuminating greater understanding of the social realities of children’s lives but they mask and mute as much as they reveal. Heralded as the holy grail of emancipatory research with children, participatory methods have come to be recognized almost exclusively as the route for ethical practice and valid data. The absence of substantial, critical evaluation results in these concepts being little more than “cherished conceits” (Segal, 1999, p. 118). There has been a lack of thorough interrogation of what participation actually means and the data and social relations it produces. Participation implies collaboration and reciprocity but is counter-intuitively used to seek and promote the agentic child enshrined in neoliberalism. Children as social beings negotiate complex social relations (Richards, Clark, & Boggis, 2015) but this is often lost in research encounters which privilege the individual voice, informed by an under-interrogated definition of agency. Instead of following the neoliberal agenda we argue that recognizing the ways in which participatory methods, agency, and voice can and should promote reciprocal and relational social realities is vital to a better understanding of the worlds of children. We call not for their expulsion from research methods but for a re-evaluation of the assumptions that lie beneath and what is produced in their name.