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Open Access
Article
Publication date: 20 September 2022

Marcel F. van Assen and Marjolein C.J. Caniëls

In this study the authors investigate the relationship of both social (SLMX) and economic (ELMX) leader–member exchange with innovative work behaviour (IWB) and the…

Abstract

Purpose

In this study the authors investigate the relationship of both social (SLMX) and economic (ELMX) leader–member exchange with innovative work behaviour (IWB) and the potential moderating effect of having a paradox mindset. A paradox mindset facilitates the recognition of tensions and the integration of competing demands and goals, which may fuel IWB.

Design/methodology/approach

At two points in time the authors gathered survey data from employees working in the mid and back office of a Dutch bank.

Findings

SLMX associates with innovative behaviour, whilst ELMX does not. However, when paradox mindset is included as a moderator, the authors find negative interaction effects of paradox mindset with both ELMX and SLMX.

Practical implications

The findings indicate that management should be aware of the impact that having a paradox mindset has on the innovative work behaviour of employees. Managers are well advised to assess the extent to which an employee entertains a paradox mindset and adjust the type of leadership appropriate to the situation, and in particular adjust the intensity of their exchange relationship with these employees.

Originality/value

Paradox mindset acts as a substitute for an employee's social relationship with the leader, as paradox mindset captures most of the variation in IWB, thereby drawing influence away from SLMX. This finding complements studies showing that a person's mindset can greatly influence innovative work behaviour.

Details

European Journal of Innovation Management, vol. 25 no. 6
Type: Research Article
ISSN: 1460-1060

Keywords

Book part
Publication date: 8 July 2021

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

Interdisciplinary research allows us to broaden our sights and expand our theories. Yet, such research surfaces a number of challenges. We highlight three issues …

Abstract

Interdisciplinary research allows us to broaden our sights and expand our theories. Yet, such research surfaces a number of challenges. We highlight three issues – superficiality, lack of focus, and consilience - and discuss how they can be addressed in interdisciplinary research. In particular, we focus on the implications for interdisciplinary work with paradox scholarship. We explore how these issues can be navigated as scholars bring together different epistemologies, ontologies and methodologies within interdisciplinary research, and illustrate our key points by drawing on extant work in paradox theory and on examples from this double volume. Our paper contributes to paradox scholarship, and to organizational theory more broadly, by offering practices about how to implement interdisciplinary research while also advancing our understanding about available research methods.

Details

Interdisciplinary Dialogues on Organizational Paradox: Investigating Social Structures and Human Expression, Part B
Type: Book
ISBN: 978-1-80117-187-8

Keywords

Book part
Publication date: 8 July 2021

David Seidl, Jane Lê and Paula Jarzabkowski

This chapter introduces two core notions from Niklas Luhmann’s social systems theory to paradox studies. Specifically, it offers the notions of decision paradox and…

Abstract

This chapter introduces two core notions from Niklas Luhmann’s social systems theory to paradox studies. Specifically, it offers the notions of decision paradox and deparadoxization as potential generative theoretical devices for paradox scholars. Drawing on these devices, the paper shifts focus to the everyday and mundane nature of decision paradox and the important role of deparadoxization (i.e., generating latency) in working through paradox. This contribution comes at a critical juncture for paradox scholarship, which has begun to converge around core theories, by opening up additional and possibly alternative theoretical pathways for understanding paradox. These ideas respond to recent calls in the literature to widen our theoretical repertoire and align scholarship more closely with the rich, pluralistic traditions of paradox studies.

Details

Interdisciplinary Dialogues on Organizational Paradox: Investigating Social Structures and Human Expression, Part B
Type: Book
ISBN: 978-1-80117-187-8

Keywords

Book part
Publication date: 28 January 2022

Gideon L. Storm, Sebastien Desvaux De Marigny and Andani Thakhathi

The world needs to pave a path towards sustainable development to solve global poverty and inequality, thereby ensuring that no one is left behind. The transformative…

Abstract

The world needs to pave a path towards sustainable development to solve global poverty and inequality, thereby ensuring that no one is left behind. The transformative changes brought about by the fourth industrial revolution (4IR), encompassed by the new world of work (NWOW), pose a significant threat to the displacement of jobs, especially in developing contexts, where many jobs are susceptible to automation. This results in a tension between the stakeholder and shareholder perspectives, which results in the phenomenon referred to in this study as the People Versus Profit Paradox. The purpose of this study is to determine business leaders’ perceptions of this paradox by generating an in-depth understanding of its nature and potential consequences. This study generated insights through a generic qualitative research design based on 10 semi-structured interviews with business leaders from multiple industries in developing countries. This study’s major contribution is the development of an up-to-date understanding of business leaders’ perceptions of sustainable development with respect to the 4IR and the People Versus Profit Paradox in developing countries. The two main findings of the study reveal that organisational purpose has changed towards a more inclusive stakeholder perspective, and that business leaders’ perceptions reveal a relative state of bias regarding the current impact of the 4IR in developing contexts. This study aims to inspire business leaders in developing contexts to embrace sustainable development and the disruptive changes brought about by the 4IR, to usher in a sustainable future where no one is left behind.

Details

Transcendent Development: The Ethics of Universal Dignity
Type: Book
ISBN: 978-1-80262-260-7

Keywords

Book part
Publication date: 8 July 2021

Joshua Keller and Ping Tian

The way organizational actors use language to think about and communicate their organizational experiences is central to how organizational actors enact organizational…

Abstract

The way organizational actors use language to think about and communicate their organizational experiences is central to how organizational actors enact organizational paradox. However, most inquiries into the role of language in the organizational paradox literature has focused on specific components of language (e.g., discourse), without attention to the complex, multi-level linguistic system that is interconnected to organizational processes. In this chapter, we expand our knowledge of the role of language by integrating paradox research with research from the linguistics discipline. We identify a series of linguistic tensions (i.e., generalizability-specificity, universalism-particularism, and explicitness-implicitness) that are nested within organizational paradoxes. In the process, we reveal how the organizing paradox of control and autonomy is interconnected to other paradoxes (i.e., performing, learning, and belonging) through the instantiation of linguistic paradoxes. We discuss the implications of our findings for research on paradox and language.

Details

Interdisciplinary Dialogues on Organizational Paradox: Investigating Social Structures and Human Expression, Part B
Type: Book
ISBN: 978-1-80117-187-8

Keywords

Book part
Publication date: 8 July 2021

Rebecca Bednarek, Marianne W. Lewis and Jonathan Schad

Early paradox research in organization theory contained a remarkable breadth of inspirations from outside disciplines. We wanted to know more about where early scholarship…

Abstract

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.

Details

Interdisciplinary Dialogues on Organizational Paradox: Investigating Social Structures and Human Expression, Part B
Type: Book
ISBN: 978-1-80117-187-8

Keywords

Book part
Publication date: 26 November 2018

Janet Ann Nelson

Although managing global change is one of the key competencies demanded of global leaders, it is one of the most under-researched topics in the field (Lane, Spector…

Abstract

Although managing global change is one of the key competencies demanded of global leaders, it is one of the most under-researched topics in the field (Lane, Spector, Osland, & Taylor, 2014). This chapter shares findings from a recent qualitative study that examined how global business leaders navigate complex global changes. Data were collected from 23 global business executives working for 20 unique global enterprises, in 12 different functions, through a pre-interview participant qualifying profile, an in-depth semi-structured interview, and follow-up verification. Findings reveal that global business executives are contextual leaders who juggle both global task and global relationship complexities. The paradox is the process they employ to navigate continuous change, enabled by sensemaking. Finally, as agile learners, they prove that the global leadership capabilities required to navigate paradox can be learned.

Details

Advances in Global Leadership
Type: Book
ISBN: 978-1-78754-297-6

Keywords

Book part
Publication date: 8 July 2021

Peter Ping Li

The author argues and explains that the indigenous Eastern epistemological frame of yin-yang balancing can be taken as a unique system of thinking toward a…

Abstract

The author argues and explains that the indigenous Eastern epistemological frame of yin-yang balancing can be taken as a unique system of thinking toward a meta-perspective. It is not only deeply rooted in the indigenous Eastern culture traditions, but also bears salient global implications, especially in the domain of paradox management. The purpose and contribution of this chapter are twofold: (1) to explain the unique and salient features of yin-yang balancing (the “either/and” system to reframe paradox into duality as partially conflicting and partially complementary, both spatially and temporarily) as compared with the Western logic systems (the “either/or” and “both/or” or “both/and” systems); and (2) to explore the global implications of the “either/and” system for future paradox research, including the three unique themes of overlap between opposites with the “seed” of one opposite inside the other; threshold from the contingent balance between partial separation and partial integration in line with specific contexts through three operating mechanisms, and knot for the special role of third-party to shift paradox from a dyadic level to a triadic and even a multiplex level.

Details

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

Keywords

Article
Publication date: 25 July 2022

Jun Yin

The purpose of this paper is to investigate the process of how paradoxical leadership cultivates subordinates' paradox mindset.

Abstract

Purpose

The purpose of this paper is to investigate the process of how paradoxical leadership cultivates subordinates' paradox mindset.

Design/methodology/approach

This study used the grounded theory approach. Data collection included semi-structured interviews and observations from eleven top managers and their six subordinates in five Chinese organizations. Managers and their subordinates were asked how they perceived and dealt with tensions in the workplace.

Findings

Paradoxical leadership promotes subordinates' paradox mindset by helping them learn to face, cope, and live with tensions. First, paradoxical leaders acted as role models for their subordinates and directly influenced followers' attitudes, motivation, and positive psychological states towards tensions. Moreover, when managers help their subordinates reduce stress and anxiety and build confidence, followers learn to cope with tensions. Consequently, subordinates' capacity to live with tensions is increased and they develop the paradox mindset.

Practical implications

The results imply that reducing subordinates' stress and anxiety and building their confidence can be integrated into work practices and training, which provide insights for managers to cultivate their subordinates' paradox mindset.

Originality/value

This paper investigates how paradoxical leadership impacts and cultivates subordinates' paradox mindset in a tension-setting work environment. The findings not only provide fresh insights into the detailed process of developing employees' paradox mindset but also deepen the understanding of the leader–follower relationship.

Details

Leadership & Organization Development Journal, vol. 43 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

Book part
Publication date: 8 July 2010

Jason A. Wolf

All things change, nothing is extinguished…. There is nothing in the whole world which is permanent. Everything flows onward; all things are brought into being with a…

Abstract

All things change, nothing is extinguished…. There is nothing in the whole world which is permanent. Everything flows onward; all things are brought into being with a changing nature; the ages themselves glide by in constant movement. (Ovid)

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-0-85724-191-7

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