Advancing paradox resolution theory for interpreting non-profit, commercial, entrepreneurial strategies

Lloyd, Stephen; Woodside, Arch G.

doi:10.1080/0965254x.2014.914064

Cited by 10 publications

(7 citation statements)

References 39 publications

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“…Research adopting a paradox perspective is a feature of numerous management fields, including some highly relevant to an understanding of SEs including non-profit organizations (Lloyd and Woodside, 2015) and entrepreneurship (Link et al, 2015). The IJEBR 28,2 value of utilizing PT as the world-view for research is evidenced in the practical implications that have emanated from the extant literature.…”

Section: Paradox Theorymentioning

confidence: 99%

Reconciling social enterprise: beyond the paradox perspective

White

Samuel

Peattie

et al. 2022

IJEBR

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PurposeThe paper aims to critically review the increasingly taken-for-granted view of social enterprise (SE) as inherently paradoxical and tackles the research question as follows: are the tensions experienced by SE and social entrepreneurs (SEnt) actually paradoxical and if not, what are the implications for theory and practice?Design/methodology/approachA paradox theory (PT) approach has been utilized to explore the implications, validity and helpfulness of the paradox perspective in understanding and managing the tensions that are inherent in SE.FindingsConceptualizing the primary tension of doing social good through commercial activity as a paradox is argued to be a limiting misnomer that conspires to reify and perpetuate the tensions that SE and SEnt have to manage. Drawing upon PT, the findings of the paper reconceptualize these tensions as myths, dilemmas and dialectics, which are subsequently used to develop a more complete ontological framework of the challenges that arise in SE and for SEnt.Practical implicationsReconceptualizing the “inherent paradoxes” of SE as either dilemmas or dialectics affords a means of pursuing their successful resolution. Consequently, this view alleviates much of the pressure that SE managers and SEnt may feel in needing to pursue commercial goals alongside social goals.Originality/valueThe work presents new theoretical insights to challenge the dominant view of SE as inherently paradoxical.

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Section: Paradox Theorymentioning

confidence: 99%

Reconciling social enterprise: beyond the paradox perspective

White

Samuel

Peattie

et al. 2022

IJEBR

View full text Add to dashboard Cite

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“…PT has been utilized in the study of numerous management problems since its earliest conception (Cameron & Quinn, 1988), including non-profit organisations (Lloyd & Woodside, 2015), haute cuisine (Leone, 2018), social enterprises (Mason & Doherty, 2015), digital innovation (Ciriello, Richter & Schwabe, 2019), green human resource management (Guerci & Carollo, 2016), corporate social responsibility (Bondy, 2008), consumer fanaticism (Chung, Farrelly, Beverland & Karpen, 2018), nursing (Kan & Parry, 2004), (Denison, et al, 1995), university hospital (Jansson, 2015), public sector organisations (Matthews & Shulman, 2005), mobile phones, (Reyes, Dholakia & Bonoff ,2018), family-owned businesses (Braun & Uhlaner, 2012), strategic agility and decision-making (Calbretta, et al, 2017;Lewis, et al, 2014) and even the role of fun in the workplace (Plester & Cooper-Thomas, 2015).…”

Section: Paradox Theorymentioning

confidence: 99%

Programmatic advertising: An exegesis of consumer concerns

Samuel

White

Thomas

et al. 2021

Computers in Human Behavior

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“…In the nonprofit context this works at two levels: behavior typical for a charitable organization and behavior typical for mission sector. At a generic level, typical behavior might include favoring collaboration over competition (Laidler‐Kylander & Simonin, 2009), demonstrating impact achieved with donations (Sargeant & Lee, 2004), and being a values‐driven organization (Lloyd & Woodside, 2015). At a sector‐specific level, for example, overseas development, typical behavior might include the balance between victim imagery showing the need and solution imagery showing the impact the NPO makes (West & Sargeant, 2004) or anchoring work‐stream priorities in the UN's sustainable development goals.…”

Section: Literature Reviewmentioning

confidence: 99%

Telling a different story: How nonprofit organizations reveal strategic purpose through storytelling

Mitchell

Clark

2020

Psychology and Marketing

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Responding to a call for research into storytelling within the nonprofit context, the paper contributes to an emerging research conversation about communicating organizational strategy through storytelling. The research analyses one hundred stories across 10 leading organizations to identify how they are being deployed and what that tells us about the underpinning strategy. Through bringing story character, classification, and content together for the first time, the paper presents a holistic perspective on the story construct. It identifies that, when viewed as a whole, the stories told by organizations can be a powerful communication tool for reaching external audiences. However, the research also identifies that their ability to convey strategic purpose through storytelling is moderated by storytelling capability. It finds that organizations with stronger storytelling capability use this craft to differentiate themselves more effectively. It concludes with contributing a new conceptual model for understanding organizational storytelling and a roadmap for practitioners to strengthen storytelling capability.

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Advancing paradox resolution theory for interpreting non-profit, commercial, entrepreneurial strategies

Cited by 10 publications

References 39 publications

Reconciling social enterprise: beyond the paradox perspective

Reconciling social enterprise: beyond the paradox perspective

Programmatic advertising: An exegesis of consumer concerns

Telling a different story: How nonprofit organizations reveal strategic purpose through storytelling

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