Introduction to Special Issue on Paradox in Context

Jules, Claudy; Good, Darren

doi:10.1177/0021886314524920

Cited by 22 publications

(23 citation statements)

References 14 publications

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Section: Introductionmentioning

confidence: 99%

“…Our review is relevant because managers today must navigate their way through volatile, uncertain, complex and ambiguous situations where competing demands are pervasive and persistent (e.g. Jay 2013; Jules and Good 2014;Papachroni et al 2015;Smith 2014;Waldman and Bowen 2016). A growing number of management scholars have adopted a paradox lens to address important issues that emanate from this managerial challenge, ranging from how to 'explore and exploit' (Andriopoulos and Lewis 2009;Raisch et al 2009) to how to 'cooperate and compete' (Bengtsson and Raza-Ullah 2016;Gnyawali et al 2006) to how to be 'global and local' (Marquis and Battilana 2009).…”

Section: Introductionmentioning

confidence: 99%

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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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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Paradoxes and Dual Processes: A Review and Synthesis

Keller

Sadler‐Smith

2019

Int J Management Reviews

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“…The emerging paradox literature emphasizes the value of managing tensions between mutually incompatible and interdependent elements (Smith and Lewis, 2011 ; Lewis and Smith, 2014 ). Little is known about how to transcend such tensions, particularly within individuals (Jules and Good, 2014 ). This appears challenging, which may explain why Disentanglement is unstable and must be continuously achieved.…”

Section: Discussionmentioning

confidence: 99%

Being While Doing: An Inductive Model of Mindfulness at Work

Lyddy

Good

2017

Front. Psychol.

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Mindfulness at work has drawn growing interest as empirical evidence increasingly supports its positive workplace impacts. Yet theory also suggests that mindfulness is a cognitive mode of “Being” that may be incompatible with the cognitive mode of “Doing” that undergirds workplace functioning. Therefore, mindfulness at work has been theorized as “being while doing,” but little is known regarding how people experience these two modes in combination, nor the influences or outcomes of this interaction. Drawing on a sample of 39 semi-structured interviews, this study explores how professionals experience being mindful at work. The relationship between Being and Doing modes demonstrated changing compatibility across individuals and experience, with two basic types of experiences and three types of transitions. We labeled experiences when informants were unable to activate Being mode while engaging Doing mode as Entanglement, and those when informants reported simultaneous co-activation of Being and Doing modes as Disentanglement. This combination was a valuable resource for offsetting important limitations of the typical reliance on the Doing cognitive mode. Overall our results have yielded an inductive model of mindfulness at work, with the core experience, outcomes, and antecedent factors unified into one system that may inform future research and practice.

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“…The emerging discipline of organisation and development (OD) provides a useful range of techniques that can be applied to raising awareness, understanding and management of tensions arising from 'dualities' of this kind (Jules and Good, 2014). Underpinned by humanistic values related to openness, trust and harmony, and to a commitment to improving individual, group and organisational performance, OD and change practitioners have long applied a 'paradox lens' in making sense of competing values and perspectives.…”

Section: Building Hr Capabilities For the Future: Closer Integration mentioning

confidence: 99%

HR transformation within the hotel industry: building capacity for change

Francis

Baum

2018

WHATT

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This version is available at https://strathprints.strath.ac.uk/62053/ Strathprints is designed to allow users to access the research output of the University of Strathclyde. Unless otherwise explicitly stated on the manuscript, Copyright © and Moral Rights for the papers on this site are retained by the individual authors and/or other copyright owners. Please check the manuscript for details of any other licences that may have been applied. You may not engage in further distribution of the material for any profitmaking activities or any commercial gain. You may freely distribute both the url (https://strathprints.strath.ac.uk/) and the content of this paper for research or private study, educational, or not-for-profit purposes without prior permission or charge.Any correspondence concerning this service should be sent to the 'HR Transformation within the hotel industry: building capacity for change' AbstractPurpose -This research aims to identify recent trends in the strategic repositioning of the HR function within the hotel industry, and to explore challenges facing HR professionals as they engage in strategies to develop talent and organisational capability, while also adjusting to the shifting boundaries of the HR function.Design/methodology/approach -A case study investigation based on a qualitative research design. It draws on a series of informal discussions with key informants, indepth round table discussions with members of the HR function, and a rich source of secondary (company specific) data about a recent strategic change initiative.Findings -The study presents a rich picture of the contradictory nature of the strategic repositioning of the HR function, and the role of electronic HR systems in shaping this. It points to the significance of 'higher'-order HR capabilities associated with the functions' capacity to engage in strategies to develop talent and organisational capability.Practical implications -This study points to contradictions and tensions in shifting the focus of the HR function from 'operational' to 'strategic' management of talent. It offers four practice implications in the areas of CPD and building HR and line manager skills in dialogue, project management, and the use of new technology, talent data and analytics.Originality/value -This study illustrates the deployment of talent management practices within a broader OD remit to restructure the business and HR function in pursuit of more efficient and effective People management.

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Introduction to Special Issue on Paradox in Context

Cited by 22 publications

References 14 publications

Paradoxes and Dual Processes: A Review and Synthesis

Paradoxes and Dual Processes: A Review and Synthesis

Being While Doing: An Inductive Model of Mindfulness at Work

HR transformation within the hotel industry: building capacity for change

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