2022
DOI: 10.5465/amj.2019.0745
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Enabling Rapid Financial Response to Disasters: Knotting and Reknotting Multiple Paradoxes in Interorganizational Systems

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Cited by 38 publications
(39 citation statements)
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“…By echoing the importance of adopting a more longitudinal view of paradoxes (Cunha & Clegg, 2018;Putnam et al, 2016), we join the emerging stream of paradox research that has begun to explore the temporal dynamics of paradoxical tensions in organizations (e.g., Es-Sajjade et al, 2021;Jarzabkowski et al, 2021Jarzabkowski et al, , 2013Sheep et al, 2017;Smith & Besharov, 2019). While some of the substreams of paradox research, such as the research on ambidexterity, have contributed to our understanding of how paradoxes can evolve and unfold over time (e.g., Luger, Raisch, & Schimmer, 2018), further work is needed to better understand the interplay of paradoxical tensions and management actions.…”
Section: Interplay Of Drifting Tendencies and Rebalancing Practicesmentioning
confidence: 96%
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“…By echoing the importance of adopting a more longitudinal view of paradoxes (Cunha & Clegg, 2018;Putnam et al, 2016), we join the emerging stream of paradox research that has begun to explore the temporal dynamics of paradoxical tensions in organizations (e.g., Es-Sajjade et al, 2021;Jarzabkowski et al, 2021Jarzabkowski et al, , 2013Sheep et al, 2017;Smith & Besharov, 2019). While some of the substreams of paradox research, such as the research on ambidexterity, have contributed to our understanding of how paradoxes can evolve and unfold over time (e.g., Luger, Raisch, & Schimmer, 2018), further work is needed to better understand the interplay of paradoxical tensions and management actions.…”
Section: Interplay Of Drifting Tendencies and Rebalancing Practicesmentioning
confidence: 96%
“…In the next sections, we elaborate on the different internal drifting tendencies and corrective rebalancing practices through which management can reestablish a balance between competing tensions. While external chance events can also cause an organization to fall out of balance (e.g., Jarzabkowski, Bednarek, Chalkias, & Cacciatori, 2021), we focus here on different types of internal drift driven by unanticipated organizational dynamics and which can be equally difficult for management to anticipate and control as external “black swan” events (MacKay & Chia, 2013). This approach differs from Smith and Lewis (2011), who theorized on the determinants of paradox salience and the acceptance of a paradox but not the effects of internal organizational dynamics on the ongoing management of competing poles.…”
Section: A Dissipative Equilibrium Model Of Paradoxmentioning
confidence: 99%
“…Broadening the sets of visuals used beyond those that have become conventional may facilitate divergence in theoretical ideas, as theorizing and visualizing go hand in hand (Ravasi, 2017). This is especially important for exploring paradox dynamics (Jarzabkowski, Bednarek, Chalkias, & Cacciatori, 2022; Pradies, Tunarosa, et al, 2021).…”
Section: Discussionmentioning
confidence: 99%
“…In sum, visuals may directly call attention to those aspects of paradox that are not explained by prior research, making novelty apparent within the context of the familiar. For instance, the modified yin-yang in Gümüsay, Smets, and Morris’ (2020) study of the first Islamic bank in Germany captures dynamism in the context of equilibrium; the knot in Jarzabkowski et al (2022) orients attention to the multiple paradoxes that characterize grand challenges in an interorganizational system; the two scales in Pradies’ (2022) study of French veterinarians highlight that any balancing act when navigating paradox entails finding dynamic equilibrium, not only between responses but also between emotional traces.…”
Section: Discussionmentioning
confidence: 99%
“…Paradox can reveal opportunities for synergy but may also fail to deliver its promise. As mounting evidence indicates, managing contradictions involves the knotting and re-knotting of multiple tensions over time (Jarzabkowski et al, 2021a;Sheep et al, 2017), which constitutes a formidable task. Keeping a dynamic tension between opposing forces is difficult and managers often revert to a dominant pole.…”
Section: Organizing Paradoxicallymentioning
confidence: 99%