On the emergence and management of paradoxical tensions: The case of architectural firms

Gaim, Medhanie

doi:10.1016/j.emj.2017.09.001

Cited by 29 publications

(65 citation statements)

References 49 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Cognitive representations are conceptual structures in the minds of individuals that epitomize a simplified understanding of the reality the individuals face (Lakoff 1987). These representations provide frameworks for understanding a situation, filtering knowledge and taking direct action (Gaim 2018). Since its introduction into management literature, the concept of coopetition has been closely tied to thinking, perception, perspective, and understanding the environment of a firm, which results in the ability to purposefully shape strategies (Brandenburger and Nalebuff 1997).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Another take on the coopetitive mindset underscores the importance of (1) recognizing the importance of coopetition; (2) identifying opportunities for value creation with rival firms; (3) helping other managers develop a coopetitive mindset, and thus effectively manage the dynamics of coopetition (Gnyawali and Park 2009). Thus, the coopetitive mindset helps filter knowledge and directs action (Gaim 2018) in view of practicing coopetition effectively (Luo 2007).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

See 1 more Smart Citation

Competitor Perceptions in Tourism Coopetition

Czakon

Czernek-Marszałek

2020

Journal of Travel Research

View full text Add to dashboard Cite

Our study aims at understanding how coopeting tourism managers perceive their competitors. Competitor perceptions are consequential because they have implications for interfirm relationships. Collaboration with competitors offers benefits otherwise unattainable, such as improved destination marketing, more successful attracting of tourists, increased tourism product complexity, and better service, but is used to various degrees by tourism firms. We use a purposeful sampling procedure for maximum heterogeneity to select interviewees from Polish tourism DMO member firms. We inductively code and thematically group their perceptions to find that tourism managers develop a detailed understanding of collaboration with competitors and precisely identify their competitors, but interpret this so as to either facilitate collaboration or to remain in rivalrous mode, depending on their behavioral disposition. We propose a framework for developing perceptions with mindsets in a pivotal role.

show abstract

Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Theoretical Frameworkmentioning

confidence: 99%

Competitor Perceptions in Tourism Coopetition

Czakon

Czernek-Marszałek

2020

Journal of Travel Research

View full text Add to dashboard Cite

show abstract

“…Second, these firms are rife with paradoxical tensions (DeFillippi, Grabher, & Jones, , p. 512). In this case, Gaim () explained that architects deal with paradoxes at multiple levels such as passion vs. discipline at the individual level, aesthetics vs. performance at the project level, and artistry vs. commerce at the organization level. Moreover, Simon (, p. 151) noted, that architects have always assigned themselves the dual role of the artist and the professional, two roles that often represent inconsistent demands.…”

Section: Methodsmentioning

confidence: 99%

The role of space for a paradoxical way of thinking and doing: A study of idea work in architectural firms

2018

Self Cite

View full text Add to dashboard Cite

It is well established that engaging paradoxes and the role of space are important aspects of idea work. Although the significance has been recognized, studies that focus on the intersection between space and paradox are scarce. Accordingly, this article explores the intersection and focuses on the role of space in idea work characterized by paradoxes. More specifically, the aim of this article is twofold. First, the article aims at identifying the spatial conditions that enable organization members to think and act paradoxically. Second, the article aims at exploring how spatial conditions evoke a paradoxical way of thinking and doing. Based on three Scandinavian architectural firms, and through abductive inference, four spatial conditions are identified and outlined. The conditions are conceptualized as organized chaos, boundary(less)ness, premeditated spontaneity, and (re)framing. From the results, and through the discussion, the notion of "generative space" is introduced to explain the overall importance of spatiality, as well as how the interrelatedness of the conditions facilitates a paradoxical way of thinking and doing in idea work.

show abstract

“…Moreover, it has further been proposed that an organization that effectively embraces paradox is more likely to be successful in dynamic environments (Tushman et al 2010). Doing so consistently, however, is a challenge that involves attention to a support system, strategy, and context (Gibson and Birkinshaw 2004;Raisch and Birkinshaw 2008) as well as specific organizational arrangements (Gaim 2017a) and particular attention from the leaders (Burton et al 2015).…”

Section: Implications For Organization Action and Designmentioning

confidence: 99%

Analyzing competing demands in organizations: a systematic comparison

et al. 2018

Self Cite

View full text Add to dashboard Cite

Organizational scholars have shown increasing interest in the ways in which managers enact and respond to competing demands and the tensions they prompt as constitutive elements of their organizations. There is now a proliferation of conceptualizations of such competing demands that can be somewhat confusing. We will enhance conceptual clarity by identifying seven constitutive empirical characteristics of competing demands: these consist of the existence of dyadic relations, contradiction, interrelatedness, complementarity, compatibility, simultaneity, and the existence of push-pull forces. We construct a comparative classification of competing demands using these characteristics as our distinguishing features. The result is a more nuanced understanding of how managers approach competing demands that can help scholars to minimize arbitrariness, interpret results, and compare contributions in the area in a much-needed step toward understanding and designing organizations.

show abstract

On the emergence and management of paradoxical tensions: The case of architectural firms

Cited by 29 publications

References 49 publications

Competitor Perceptions in Tourism Coopetition

Competitor Perceptions in Tourism Coopetition

The role of space for a paradoxical way of thinking and doing: A study of idea work in architectural firms

Analyzing competing demands in organizations: a systematic comparison

Contact Info

Product

Resources

About