Navigating Paradox as a Mechanism of Change and Innovation in Hybrid Organizations

Jay, Jason

doi:10.5465/amj.2010.0772

Cited by 1,007 publications

(1,142 citation statements)

References 63 publications

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“…Thus, important challenge for the organisations can be to navigate through these complexities in order to survive and succeed. The literature indicates that organisations may choose 'complexity reducing' or 'complexity absorbing' strategies based on the organisational experience of these complexities (Jay 2013;Raynard 2016). Organisational characteristics as well as social interactions and sense making process within the organisations can be relevant too.…”

Section: Theorising Strategies To Deal With Institutional Complexitymentioning

confidence: 99%

“…Hybridisation of practices and structures through integrating institutional logics from different domains is well-demonstrated as a viable strategy for organisational accomplishments (Scott 2001;Battilana and Dorado 2010;Bjerregaard and Jonasson 2013;Jay 2013;Pache and Santos 2013;Tracey et al 2011;McPherson and Sauder 2013). By strategically employing practices drawn from alternative logics, organisations can gain legitimacy and acceptance (Pache and Santos 2013).…”

Section: Theorising Strategies To Deal With Institutional Complexitymentioning

confidence: 99%

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Green entrepreneurship in the sharing economy: utilising multiplicity of institutional logics

et al. 2017

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The green potential of the sharing economy to exploit underutilised or redundant resources has generated a considerable interest and expectations on the part of government institutions, investors and consumers. Alongside the emerging green logic, more established economic and social logics appear to be critical for growth of sharing platforms. Applying an institutional logics approach, this paper investigates how entrepreneurial teams in the sharing economy deal with this complexity of expectations of various constituents and institutions. Based on 30 semi-structured interviews with founders and executives of UK sharing platforms, we examine the strategies used by entrepreneurial teams to utilise and combine the green logic with other institutional logics present. The results demonstrate that sharing platforms are able to grow via utilising the green logic together with the economic and social logics in a flexible manner, applying complexity reducing and complexity absorbing strategies as well as temporal adjustments in the use of logics.

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Section: Theorising Strategies To Deal With Institutional Complexitymentioning

confidence: 99%

Section: Theorising Strategies To Deal With Institutional Complexitymentioning

confidence: 99%

Green entrepreneurship in the sharing economy: utilising multiplicity of institutional logics

et al. 2017

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“…For instance, by identifying innovation as paradoxical, ambidexterity scholars applied the lens to explicate explorationexploitation tensions (e.g., Andriopoulos and Lewis, 2009;Gibson and Birkinshaw, 2004;Smith and Tushman, 2005). Likewise, to advance sustainability research, paradox is increasingly used to investigate firms' conflicting yet interdependent financial and social responsibilities (e.g., Jay, 2013;Sharma and Bansal, 2017;Slawinski and Bansal, 2015). In this realm, a recent special issue on sustainability paradoxes demonstrates paradox's expanding impact (Hahn et al, 2018).…”

Section: Exploring New Contextsmentioning

confidence: 99%

“…1 The accumulating research has advanced scholarly work on key strategic issues, such as the relationship between control and collaboration (Gebert, Boerner, and Kearney, 2010;Sundaramurthy and Lewis, 2003), exploration and exploitation (Andriopoulos and Lewis, 2009;Raisch et al, 2009), and firms' social and financial missions (Hahn et al, 2014;Jay, 2013). As organizations face ever greater technological change, 1 The rapid growth of paradox scholarship was documented in two recent review papers in the Academy of Management Annals: Through a key word search for contradictions, dialectics, and paradox, Putnam and colleagues (2016) found 852 papers published between 1975 and 2015.…”

Section: Attributed To Niels Bohrmentioning

confidence: 99%

Quo vadis, paradox? Centripetal and centrifugal forces in theory development

Schad

Lewis

Smith

2018

Strategic Organization

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Organizations increasingly face contradictory goals, multiple stakeholder expectations, and pluralistic missions that surface and intensify competing demands. Paradox theory offers a lens to understand and engage these tensions. Yet as research adopting a paradox lens continues to grow, scholars warn that its success could advance a dominant logic, which will ultimately hinder conceptual development and result in its downfall. We suggest that scholars can avoid this denigration by embracing theory development's driving forces; centripetal forces that define and buffer a conceptual core and centrifugal forces aimed at challenging the core and extending its boundaries. Although these forces' directions diverge, we depict these dual forces as paradoxical -contradictory and fundamentally interdependent. That is, we explore paradoxical forces of theory development to understand the development of paradox theory. We offer means to use, balance, and leverage these insights to help surface the black boxes in paradox research.

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“…Here the design and operation of accounting practices can help organizational actors to re-order priorities and integrate perspectives in situations of co-existing and potentially competing values (Stark, 2009). In particular, we show how accounts have the potential to provide a fertile arena for productive debate between individuals and groups who have differing values Jay, 2013;Gehman, Trevino & Garud, 2013;Moor & Lury, 2011;Denis, Langley & Rouleau, 2007).…”

Section: Introductionmentioning

confidence: 99%

Performance measurement, modes of evaluation and the development of compromising accounts

Chenhall

Hall

Smith

2013

Accounting, Organizations and Society

196

240

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In this paper we develop the concept of compromising accounts as a distinctive approach to the analysis of whether and how accounting can facilitate compromise amongst organizational actors. We take the existence of conflicting logics and values as the starting point for our analysis, and directly examine the ways in which the design and operation of accounts can be implicated in compromises between different modes of evaluation and when and how such compromises can be productive or unproductive. In doing so, we draw on Stark's (2009: 27) concept of 'organizing dissonance', where the coming together of multiple evaluative principles has the potential to produce a 'productive friction' that can help the organization to recombine ideas and perspectives in creative and constructive ways. In a field study of a non-government organization, we examine how debates and struggles over the design and operation of a performance measurement system affected the potential for productive debate and compromise between different modes of evaluation. Our study shows that there is much scope for future research to examine how accounts can create sites that bring together (or indeed push apart) organizational actors with different evaluative principles, and the ways in which this 'coming together' can be potentially productive and/or destructive.2

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Navigating Paradox as a Mechanism of Change and Innovation in Hybrid Organizations

Cited by 1,007 publications

References 63 publications

Green entrepreneurship in the sharing economy: utilising multiplicity of institutional logics

Green entrepreneurship in the sharing economy: utilising multiplicity of institutional logics

Quo vadis, paradox? Centripetal and centrifugal forces in theory development

Performance measurement, modes of evaluation and the development of compromising accounts

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