Culture, Conditions and Paradoxical Frames

Keller, Joshua; Loewenstein, Jeffrey; Yan, Jiahui

doi:10.1177/0170840616685590

Cited by 102 publications

(120 citation statements)

References 76 publications

(97 reference statements)

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“…; Keller et al . ; Miron‐Spektor et al . ; Smith and Tushman ), and similarly with intuition and analysis (see below).…”

Section: Overview Of Paradox Theorymentioning

confidence: 99%

“…Prior literature has found that East Asians are more likely to have a higher paradox mindset (Keller et al . ), but are less likely to reap the creative and performance benefits of a paradox mindset (Leung et al . ).…”

Section: Managers’ Approaches To Tensions Between Intuition and Analysismentioning

confidence: 99%

“…For example, managers can frame competing demands (e.g. exploration/exploitation) either as mutually exclusive and therefore separate processes, or as paradoxical processes, which have contrasting yet interrelated elements (Hahn et al 2014;Keller et al 2017;Miron-Spektor et al 2011;Smith and Tushman 2005), and similarly with intuition and analysis (see below). In so doing, actors: (1) deny and avoid the tensions between competing demands of contrasting modes of cognition; or (2) acknowledge and embrace them, treating them as opportunities for synergy, learning and growth (Huy 2002;Lewis 2000).…”

Section: Overview Of Paradox Theorymentioning

confidence: 99%

“…Organizational paradox theorists who contend that paradoxes are inherent in organizational systems take an alternative view of the role of cognition by arguing that paradoxes are 'real' yet remain latent until individuals are aware of the paradoxes (e.g. Keller et al 2017;Sharma and Good 2013;. According to the realist view, organizational systems and structures are inherently paradoxical, but individuals only become aware of paradoxes when contradictory aspects of the environmental conditions become salient, when the individuals frame the environmental conditions they observe as paradoxical, or when both occur (Keller et al 2017;.…”

Section: Epistemological and Ontological Assumptions In The Relationsmentioning

confidence: 99%

“…This is despite the salience of cognition as a central tenet in paradox theory (Keller and Chen 2017a,b) as exemplified by the prevalence of paradox-specific concepts that address how managers think about and engage with paradoxes in their work, including 'paradoxical frames' (e.g. Hahn et al 2014;Keller et al 2017;Miron-Spektor et al 2011;Smith and Tushman 2005), 'paradox mindsets' (e.g. Miron-Spektor et al 2018) and paradox management tactics (e.g.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Paradoxes and Dual Processes: A Review and Synthesis

Keller

Sadler‐Smith

2019

Int J Management Reviews

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Paradox and dual‐process theories are used by management and organization researchers in studying a variety of phenomena across a wide range of management sub‐fields. Cognition is a focal point of both of these theories. However, despite their growing importance and shared areas of inquiry, these two theories have developed largely in isolation from each other. To address this lack of integration, the authors conducted a review and synthesis of relevant aspects of the paradox and dual‐process literatures. Focusing bidirectionally on how paradox theory informs dual‐process theory and how dual‐process theory informs paradox theory, they highlight the ‘nestedness’ of intuition and analysis in paradox (a paradox within paradoxical thinking). On the basis of the review and synthesis, they identify four themes (epistemological and ontological assumptions in the relationship between intuition and analysis; psychological and psychometric issues in the relationships between intuition and analysis; managers’ experiences of tensions between intuition and analysis; managers’ approaches to tensions between intuition and analysis) and introduce an integrative framework that assimilates these two perspectives and sets out an agenda for future research and implications for management.

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“…; Keller et al . ; Miron‐Spektor et al . ; Smith and Tushman ), and similarly with intuition and analysis (see below).…”

Section: Overview Of Paradox Theorymentioning

confidence: 99%

Section: Managers’ Approaches To Tensions Between Intuition and Analysismentioning

confidence: 99%

Section: Overview Of Paradox Theorymentioning

confidence: 99%

Section: Epistemological and Ontological Assumptions In The Relationsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Paradoxes and Dual Processes: A Review and Synthesis

Keller

Sadler‐Smith

2019

Int J Management Reviews

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Rivals without a cause? Relative performance feedback creates destructive competition despite aligned incentives

Woike

Hafenbrädl

2020

Behavioral Decision Making

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Whether people compete or cooperate with each other has consequences for their own performance and that of organizations. To explain why people compete or cooperate, previous research has focused on two main factors: situational outcome structures and personality types. Here, we propose that—above and beyond these two factors—situational cues, such as the format in which people receive feedback, strongly affect whether they act competitively, cooperatively, or individualistically. Results of a laboratory experiment support our theorizing: After receiving ranking feedback, both students and experienced managers treated group situations with cooperative outcome structures as competitive and were in consequence willing to forgo guaranteed financial gains to pursue a—financially irrelevant—better rank. Conversely, in dilemma situations, feedback based on the joint group outcome led to more cooperation than ranking feedback. Our study contributes to research on competition, cooperation, interdependence theory, forced ranking, and the design of information environments.

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How do supply chain managers perceive the relationship between resilience and sustainability practices? An exploratory study

et al. 2022

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Even though resilience and sustainability are the two overarching strategic goals of contemporary supply chain management, very few studies have investigated the relationship between resilience and sustainability practices. To increase our theoretical understanding of this important relationship, this paper examines the extent to which supply chain managers perceive tensions and complementarities between both sets of practices. Using a paradox theory lens, the paper conducted in‐depth interviews with 31 supply chain managers in Western Europe and the Middle East that reveal a complex and multifaceted relationship. Namely, our findings indicate that some supply chain managers perceive the relationship as conflictive, others as synergistic, whereas a third group sees them as fundamentally orthogonal to each other. Furthermore, our findings uncover specific perceived complementarities and tension areas. Taken together, in responding to calls for research on the topic, our findings contribute to the advancement of theory regarding supply chain resilience and supply chain sustainability practices and address the need to shed more light on the tensions faced by supply chain managers when implementing distinct sets of supply chain practices.

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Culture, Conditions and Paradoxical Frames

Cited by 102 publications

References 76 publications

Paradoxes and Dual Processes: A Review and Synthesis

Paradoxes and Dual Processes: A Review and Synthesis

Rivals without a cause? Relative performance feedback creates destructive competition despite aligned incentives

How do supply chain managers perceive the relationship between resilience and sustainability practices? An exploratory study

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