Microfoundations of Organizational Paradox: The Problem Is How We Think about the Problem

By Ella Miron-Spektor, A. Ingram, Joshua Keller, Wendy K. Smith, Marianne W. Lewis. 2017

682 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d77ebbb5f7ebd353661c36328a5662a6203e2cba

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. K. Mole
2. Andy Lockett
3. A. Simpson
4. James C. Hayton
5. Nicos Nicolaou
6. Yanjun Liu
7. Yan Shao
8. Oksana Koryak

In Strategy and Management

1. K. Mole
2. Andy Lockett
3. A. Simpson
4. James C. Hayton
5. Nicos Nicolaou
6. Yanjun Liu
7. Yan Shao
8. Oksana Koryak

Citations in the corpus

• Creativity under workload pressure and integrative complexity: The double-edged sword of paradoxical leadership (2019, background): “That is, salient tensions can spur a virtuous cycle that enhances creativity, innovation, and sustainability, but tensions can also lead to a vicious cycle that increases anxiety and defensiveness (Miron-Spektor et al., 2018; Smith & Lewis, 2011).”
• The Dark Side of Organizational Paradoxes: The Dynamics of Disempowerment (2019, background): “This interpretation of organizational paradox finds its purest expression in an emergent theory on the microfoundations of paradox, which links tension responses with individual trait characteristics (Keller, Loewenstein, & Yan 2017; Miron-Spektor et al. 2018).”
• The growth paradox, sustainable development, and business strategy (2021, background): “At the microfoundational level of individual mindsets, possessing a “paradoxical mindset”, that is, the ability “to value, accept, and feel comfortable with tensions” (Miron-Spektor et al., 2018, p. 34) can enhance “performance, innovation, and leadership” (Miron-Spektor et al., 2018, p. 27).”
• Thriving at Work: How a Paradox Mindset Influences Innovative Work Behavior (2019, background): “This study not only confirms the positive relationship between employees’ paradox mindset and individual innovation (Miron-Spektor et al., 2018) but also reveals that leaders who embrace tensions are more likely to strengthen the positive effects of their subordinates’ paradox mindset.”
• Disentangling the antecedents of ambidexterity: Exploration and exploitation (2018, methodology): “We posit that managing ambidexterity and engaging in the right combination of exploitation and exploration activities requires dynamically shifting between the two practices by adopting an organizational paradox mindset (cf. Miron-Spektor et al., 2017).”