Toward a Theory of Paradox: A Dynamic equilibrium Model of Organizing

By Wendy K. Smith, Marianne W. Lewis. 2011

782 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/61cfb56b7d1408f8c806942b81b8df5bec2f5df1

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

CEO humility, narcissism and firm innovation: A paradox perspective on CEO traits ☆ ☆☆ ★ (2017, background): “We explore that possibility by adopting a paradox perspective (Smith & Lewis, 2011).”
The relationship between innovation, knowledge, and performance in family and non-family firms: an analysis of SMEs (2013, background): “These differences have led to distinctive decisionmaking qualities to differentiate the family firm (Smith and Lewis 2011).”
Beyond motivation: job and work design for development, health, ambidexterity, and more. (2014, background): “Both control and flexibility are increasingly required in many situations, and paradox perspectives suggest that it is possible to achieve seemingly contradictory outcomes simultaneously (Smith & Lewis 2011).”
Leading through paradox in a COVID‐19 world: Human resources comes of age (2021, methodology): “Such resolution encourages seeking responses to paradoxical tensions, either through splitting and choosing between tensions or by finding synergies that accommodate opposing tensions (W. K. Smith & Lewis, 2011).”
Managing Legitimacy in Complex and Heterogeneous Environments: Sustainable Development in a Globalized World (2013, neutral): “…be understood as an extension of the contingency approach that can be applied in situations where environmental demands are characterized by high dynamism, complexity and heterogeneity, as is the case with the postnational constellation and the related sustainability issues (Smith & Lewis, 2011).”
University technology transfer office business models: One size does not fit all (2018, background): “On the other and, universities that decide to selectively couple competing logics are more likely to experience a performance paradox (Smith & Lewis, 2011) because what it is seen as failure within he business logic can be seen as a success within the community logic.”
Paradoxes and the Nature of Ambidexterity in IT Transformation Programs (2015, methodology): “Smith and Lewis (2011) offer a paradox lens to understand how managers resolve paradoxical tensions to achieve organizational ambidexterity.”
Aligning with new digital strategy: A dynamic capabilities approach (2017, positive): “We drew on the paradox literature to further conceptualize these challenges to aligning and its relationship to aligning actions (Smith & Lewis, 2011).”
The growth paradox, sustainable development, and business strategy (2021, background): “Smith and Lewis (2011) identify three definitive elements of a paradox.”