Paradox as invitation to act in problematic change situations

By Nicola Beech, H. Burns, L. de Caestecker, R. MacIntosh, D. Maclean. 2004

192 citations recorded by the source corpus.

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Leading through paradox in a COVID‐19 world: Human resources comes of age (2021, background): “volves viewing tensions in terms of the potential for creativity and opportunity (Beech et al., 2004; Smith & Berg, 1987) through immersing oneself in opposing forces.”
Tensions in Corporate Sustainability: Towards an Integrative Framework (2014, unknown): “Opposition strategies are characterised by improvisation (Beech et al. 2004; Clegg et al. 2002); that is, in their everyday practice managers improvise in order to attend to both opposing domains of a paradox simultaneously while keeping the two poles apart.”
Having your cake and eating it too: discourses of transcendence and their role in organizational change dynamics (2011, background): “The literature on organizational change is replete with references to contradiction and paradox (Lüscher and Lewis, 2008; Lüscher et al., 2006; Ford and Ford, 1994; Beech et al., 2004; Denis et al., 2001; Fiol, 2002; Prenkert, 2006).”
Toward a Theory of Paradox: A Dynamic equilibrium Model of Organizing (2011, background): “Acceptance entails viewing tensions as an invitation for creativity and opportunity (Beech et al., 2004).”