Responding to competing strategic demands: How organizing, belonging, and performing paradoxes coevolve

Jarzabkowski, P., Le, J. K. & Van de Ven, A. H. (2013). Responding to competing strategic demands: How organizing, belonging, and performing paradoxes coevolve. Strategic Organization, 11(3), pp. 245-280. doi: 10.1177/1476127013481016

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Abstract

This article develops an empirically grounded process model of how managers in organizations respond to coexisting paradoxical tensions. With a longitudinal real-time study, we examine how a telecommunications firm copes with an organizing paradox between market and regulatory demands and how this paradox influences belonging and performing paradoxes for managers. These paradoxes coevolve over time as managers shift from defensive responses that attempt to circumvent paradox to active responses that accept and work within paradox. Our process model clarifies the recursive relationship between different kinds of paradox, the cumulative impact of responses to paradox over time, and the way that responses to paradox become embedded in organizational structures.

Item Type: Article
Uncontrolled Keywords: Change, dialectics, organizing, paradox
Subjects: H Social Sciences > HF Commerce
Divisions: Cass Business School > Faculty of Management
URI: http://openaccess.city.ac.uk/id/eprint/3991

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