On the Dialectics of Strategic Alliances

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Learning mechanisms and differential performance in alliance portfolios (2007, background): “All errors are our own.”
Functions of Dysfunction (2014, background): “…and Lewis, 2011), double binds (e.g., Tracy, 2004), tensions (e.g., Ashcraft and Trethewey, 2004), oxymorons (e.g., Ashforth and Pratt, 2003), ironies (e.g., Johansson and Woodilla, 2005), and dialectics (e.g., de Rond and Bouchikhi, 2004) reveals the disorderly complexities of organizational life.”
The coopetition paradox and tension in coopetition at multiple levels (2014, background): “This contradiction relates to the problem of sharing knowledge with a competitor while simultaneously preventing its unintended leakage (Luo, Shenkar, & Gurnani, 2008; de Rond & Bouchikhi, 2004).”
Change and the development of entrepreneurial networks over time: a processual perspective (2008, methodology): “To use De Rond and Bouchikih’s (2004) terminology, co-operation based on trust facilitated the emergence of collective innovation, which led to organizational expansion and interdependency.”
Integrating Dialectical and Paradox Perspectives on Managing Contradictions in Organizations (2017, background): “We trace this both/and viewpoint that paradox and dialectical processes are interdependent elements of a larger process to leading thinkers in sociology such as Simmel (1955), Dewey (1930), and Cooley, who observed that “conflict and co-operation are not separable things, but phases of one process w”