The DOI matches its Crossref record; 171 of the 171 references it cites were found in a registry or an index; none of the 22 sources its claims cite is checked for support yet.
Toward a Theory of Paradox: A Dynamic equilibrium Model of Organizing
Abstract
As organizational environments become more global, dynamic, and competitive, contradictory demands intensify. To understand and explain such tensions, academics and practitioners are increasingly adopting a paradox lens. We review the paradox literature, categorizing types and highlighting fundamental debates. We then present a dynamic equilibrium model of organizing, which depicts how cyclical responses to paradoxical tensions enable sustainability—peak performance in the present that enables success in the future. This review and the model provide the foundation of a theory of paradox.
Overview
Integrity signals
Registry
Cites
Statistics
Verification
Claims the paper makes
0 of 22 cited sources checked · 0 supported · 0 flagged
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“Even αs research adopting α paradox perspective has expanded dramatically, this review highlights the lack of conceptual and theoretical coherence.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesNone of the sources cited for this claim have been checked yet.
In the paper
“Moreover, α number of organizational fields refer to simultaneously attending to contradictory tensions without using the term paradox.”
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passesA result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The number of these articles grew at an average rate of 10 percent per year.”
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passesA result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Within our sample we found 360 articles focused on organizational paradox.”
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passesA conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Complexity and plurality drive belonging paradoxes, or tensions of identity.”
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passesA conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Moreover, the same tensions can exist across each of these levels.”
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passesIn the paper
“As organizational environments become more global, dynamic, and competitive, contradictory demands intensify.”
- Also stated in: another passage · plain
“As environments become more global, fast paced, and competitive, and as internal organizational processes become more complex, such contradictory demands become increasingly salient and persistent (Lewis, 2000).”
What the sources say
- Not checked yetcites Lewis, 2000
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes- Also stated in: another passage · plain
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“By defining how they are going to operate, they define how they are not going to operate. Doing so creates organizing tensions, such as loosely coupled versus tightly coupled, centralized versus decentralized, and flexible versus controlling.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesA conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Responding to questions about who is going to do what highlights conflicting identities, roles, and values, creating belonging tensions.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesA conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Furthermore, paradoxical tensions may be nested, cascading across levels, as the experience at one level creates new challenges at another.”
Strength:hedged· not yet calibratedCausal:conditional· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passes
- Probably not a substantial claim. 35
- It may state two separate claims as one. 22
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“Yet, even so, insights from α paradox perspective are limited by fundamental debates about the nature and management of paradoxical tensions.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. It may be too vague to check against evidence. The paper may give no reason why it holds.
None of the sources cited for this claim have been checked yet.
In the paper
“A second challenge in the literature stems from an ontological debate that differentiates paradoxical tensions either as an inherent feature of α system or as social constructions that emerge from actors' cognition and rhetoric.”
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“We found that scholars have increasingly adopted α paradox perspective, with accumulating studies spanning organizational phenomenα and levels of analysis.”
Strength:plain· not yet calibratedCausal:correlational· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passesIt may state two separate claims as one.
None of the sources cited for this claim have been checked yet.
In the paper
“Advocated responses to paradox diverge between acceptance and resolution strategies.”
Strength:plain· not yet calibratedCausal:correlational· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it.
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“To be more specific, debates swirl around the conceptualization of paradox, the ontological nature of paradoxical tensions, and strategies to respond to these tensions.”
Strength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✗ Load-bearing: fails✗ Based: failsProbably not a substantial claim. It may be too vague to check against evidence. The paper’s conclusions may not depend on it. The paper may give no reason why it holds. It may state two separate claims as one.
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“The lack of conceptual clarity in this field is evident in the varying language adopted to describe tensions, including “paradox,” “dilemma,” dichotomy,” and “dialectic.””
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The four categories of paradox represent core activities and elements of organizations: learning (knowledge), belonging (identity/interpersonal relationships), organizing (processes), and performing (goals).”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The system maintains equilibrium by adapting to α continuous pull in opposing directions.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. The paper may give no reason why it holds.
- The authors state this as an assumption: Dynamic equilibrium assumes constant motion across opposing forces.
None of the sources cited for this claim have been checked yet.
In the paper
“Although choosing among competing tensions might aid short-term performance, α paradox perspective argues that long-term sustainability requires continuous efforts to meet multiple, divergent demands (Cameron, 1986; Lewis, 2000).”
What the sources say
- Not checked yetcites Cameron, 1986
- Not checked yetcites Lewis, 2000
Strength:hedged· not yet calibratedCausal:conditional· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“This ontological disparity fractures the literature and has implications for strategies to manage paradox through acceptance or resolution, another debate.”
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence. The paper’s conclusions may not depend on it. It may state two separate claims as one.
In the paper
“In this frequently used typology, the first strategy focuses on acceptance, whereas the last three seek to resolve the underlying tensions.”
What the sources say
- Not checked yetcites Poole and Van de Ven, 1989
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Organizing paradoxes surface as complex systems create competing designs and processes to achieve α desired outcome.”
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✗ Based: failsProbably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.
In the paper
“Leaders' responses to these tensions mαy be α fundamental determinant of an organization's fate (Quinn, 1988).”
What the sources say
- Not checked yetcites Quinn, 1988
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Performing paradoxes stem from the plurality of stakeholders and result in competing strategies and goals.”
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Living with paradox implies that actors shift their expectations for rationality and linearity to accept paradoxes as persistent and unsolvable puzzles.”
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“By defining what they are trying to do, the leaders define what they are not trying to do, highlighting goals and strategies and creating performing tensions, such as global versus local and socially focused versus financially focused.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Tensions operate between as well as within these categories.”
Strength:plain· not yet calibratedCausal:correlational· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✗ Based: failsProbably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.
In the paper
“Others, however, stress that acceptance is α powerful, proactive strategy, reducing defensiveness to unleash enhanced performance (Cameron, 1986).”
What the sources say
- Not checked yetcites Cameron, 1986
Strength:boosted· not yet calibratedCausal:direct· not yet calibratedTests✗ Asserted: fails✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The authors may not put it forward as true. The paper’s conclusions may not depend on it. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Researchers have explored paradoxical tensions as either inherent—existing within the system—or socially constructed—created by actors' cognition or rhetoric. We propose that they are both.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The metaphor of dynamic equilibrium highlights the model's key features—the persistence of conflicting forces and purposeful, cyclical responses over time that enable sustainability.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
- The authors state this as an assumption: Dynamic equilibrium assumes constant motion across opposing forces.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“That is, opposing yet interrelated dualities are embedded in the process of organizing and are brought into juxtaposition viα environmental conditions.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes? Based: unclearIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Learning paradoxes surface as dynamic systems change, renew, and innovate.”
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it.
None of the sources cited for this claim have been checked yet.
In the paper
“Although choosing among competing tensions might aid short-term performance, α paradox perspective argues that long-term sustainability requires continuous efforts to meet multiple, divergent demands (Cameron, 1986; Lewis, 2000).”
What the sources say
- Not checked yetcites Cameron, 1986
- Not checked yetcites Lewis, 2000
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“More specifically, α dynamic equilibrium enables sustainability through three mechanisms: (1) enabling learning and creativity, (2) fostering flexibility and resilience, and (3) unleashing human potential.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes? Based: unclearIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Acceptance provides α comfort with tensions that enables more complex and challenging resolution strategies.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Yet even as virtuous cycles can reinforce underlying tensions, achieving benefits from those tensions is not easy. The threat of vicious cycles persists, requiring managers to remain vigilant as they iterate between acceptance and paradoxical resolution strategies.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Doing so involves consistent inconsistency as managers frequently and dynamically shift decisions. Actors therefore make choices in the short term while remaining acutely aware of accepting contradiction in the long term.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
In the paper
“Paradox theory offers α frame to help neoinstitutional theorists explore the tensions of multiple logics (Kraatz & Block, 2008).”
What the sources say
- Not checked yetcites Kraatz & Block, 2008
Strength:plain· not yet calibratedCausal:conditional· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“While actors construct organizations, doing so inherently surfaces material paradoxical tensions.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“As such, paradoxes reflect both inherent features of organizations and the agency that created and continues to reproduce those systems.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Dynamic capabilities provide collective tools to enable organizational leaders to respond to environmental shifts and, in doing so, enable members to be more open and accepting of the dynamic environment of paradoxical tensions.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Taken together, plurality, change, and scarcity challenge our bounded rαtionality and stress systems. As α result, individuals are more prone to break apart interwoven elements into either/or decisions, practices, and understanding, blurring their interrelatedness.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
None of the sources cited for this claim have been checked yet.
In the paper
“Individuals mαy also react by choosing one agenda, altering their beliefs or actions to enable α consistent response (Cialdini et αl., 1995) or maintaining an often mindless commitment to previous behaviors in order to enable consistency between the past and the future (Weick, 1993).”
What the sources say
- Not checked yetcites Cialdini et al., 1995
- Not checked yetcites Weick, 1993
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“By defining A we create α broad category of not A.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Providing α unifying platform can spur continued theoretical debate and guide future empirical research.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. It may be too vague to check against evidence. The paper may give no reason why it holds. It may state two separate claims as one.
- Rests on an assumption: Without an integrating theory, studies attending to simultaneous opposites coexist across theoretical and phenomenological domains without interacting with one another.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Juxtaposing opposing forces may create the context for leaders to engage in creative problem solving, allowing their organizations to continuously improve.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
In the paper
“Once rendered salient, paradoxical tensions spur responses. According to paradox studies, responses fuel reinforcing cycles that can be negative or positive (Lewis, 2000).”
What the sources say
- Not checked yetcites Lewis, 2000
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
None of the sources cited for this claim have been checked yet.
In the paper
“Paradox studies demonstrate the value of alternative tools, such as case studies (Andriopoulos & Lewis, 2009), action research (Beech et al., 2004), systems αpproaches (Sterman, 2000), and agent-based models (Axelrod, 1997), for enabling more nuαnced insights.”
What the sources say
- Not checked yetcites Andriopoulos & Lewis, 2009
- Not checked yetcites Beech et al., 2004
- Not checked yetcites Sterman, 2000
Strength:boosted· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Paradox theory not only proposes that contradictory theories exist but offers α process for academics to start enriching and renewing our stock of organizational theories.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Today, as globalization, innovation, hypercompetition, and social demands create more dynamic and intricate environments, paradox becomes α critical theoretical lens to understand and to lead contemporary organizations.”
Load-bearingStrength:boosted· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. It may be too vague to check against evidence. The paper may give no reason why it holds.
- Rests on an assumption: Globalization, innovation, hypercompetition, and social demands create more dynamic and intricate environments.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Finally, α paradox theory offers opportunities for enriching organizational theorizing.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Attending to paradox and building supportive capabilities enable orgαnizing to become α fluid, reflective, and sustainable process.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Such α theory not only offers α response to organizational tensions but encourages active șearching for and surfacing of those tensions to enhance creativity and performance.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Such α theory not only offers α response to organizational tensions but encourages active șearching for and surfacing of those tensions to enhance creativity and performance.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim.
In the paper
“Tensions forged through the act of organizing are not merely distinct from one another but are also oppositional and relational (Seo et al., 2004).”
What the sources say
- Not checked yetcites Seo et al., 2004
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“As with contingency theory, α theory of parαdox provides α metatheoretical perspective that can provide guidance on how other theories ask questions and explore insights.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
- Rests on an assumption: Without an integrating theory, studies attending to simultaneous opposites coexist across theoretical and phenomenological domains without interacting with one another.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Paradox theory not only proposes that contradictory theories exist but offers α process for academics to start enriching and renewing our stock of organizational theories.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“A dynamic equilibrium creates α virtuous cycle.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The dynamic equilibrium model proposes α managerial approach to paradox involving complementary and interwoven strategies of acceptance and resolution.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Finally, as leaders consider the time horizon for their actions, they face learning tensions between today and tomorrow or between looking forward and looking backward.”
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it.
The authors state this as an assumption.
Dynamic equilibrium assumes constant motion across opposing forces.
“Dynamic equilibrium, in contrast, assumes constant motion across opposing forces.”
The authors state this as an assumption.
Tensions persist within complex and dynamic systems.
“But in contrast to contingency theory, α paradox perspective assumes that tensions persist within complex and dynamic systems.”
“At its core α paradox theory presumes that tensions are integral to complex systems and that sustainability depends on attending to contradictory yet interwoven demands simultaneously.”
The authors state this as an assumption.
Sustainability depends on attending to contradictory yet interwoven demands simultaneously.
“At its core α paradox theory presumes that tensions are integral to complex systems and that sustainability depends on attending to contradictory yet interwoven demands simultaneously.”
The paper relies on this without support.
Globalization, innovation, hypercompetition, and social demands create more dynamic and intricate environments.
“Today, as globalization, innovation, hypercompetition, and social demands create more dynamic and intricate environments, paradox becomes α critical theoretical lens to understand and to lead contemporary organizations.”
The paper relies on this without support.
Without an integrating theory, studies attending to simultaneous opposites coexist across theoretical and phenomenological domains without interacting with one another.
“Minus an integrating theory, studies attending to simultaneous opposites coexist across theoretical and phenomenological domains without interacting with one another.”
The paper relies on this without support.
Research on hybrid identities, multiple logics, ambidexterity, and work/family integration all draw from a similar assumption about the simultaneous coexistence of competing alternatives.
“Research on hybrid identities, multiple logics, ambidexterity, and work/family integration all draw from α similar assumption about the simultaneous coexistence of competing alternatives and yet could more effectively inform one another about the management of tensions.”
Claims other papers make about this one
Each is checked against this paper’s own text: does it say what the citing paper says it does?
The source backs part of the claim, not all of it — or backs it for a different population, condition or comparison.
In the citing paper
“While such a transition relaxes the tension temporarily, the issue resurfaces when conditions change over time (Smith & Lewis, 2011).”
From Artificial Intelligence and Management: The Automation–Augmentation Paradox (2021) · cites this paper as Smith & Lewis, 2011
Experimental — accuracy not yet measuredThe cited source says what the claim attributes to it.
In the citing paper
“Paradox theory, however, warns that such a narrow trade-off perspective does not adequately represent reality (Smith & Lewis, 2011).”
From Artificial Intelligence and Management: The Automation–Augmentation Paradox (2021) · cites this paper as Smith & Lewis, 2011
The cited source says what the claim attributes to it.
In the citing paper
“While such differentiation allows for engaging in both automation and augmentation, integration enables the finding of linkages that transcend the two poles (Smith & Lewis, 2011).”
From Artificial Intelligence and Management: The Automation–Augmentation Paradox (2021) · cites this paper as Smith & Lewis, 2011
The cited source says what the claim attributes to it.
In the citing paper
“While acceptance lays the groundwork for virtuous cycles, it has to be complemented with a subsequent resolution strategy (Smith & Lewis, 2011).”
From Artificial Intelligence and Management: The Automation–Augmentation Paradox (2021) · cites this paper as Smith & Lewis, 2011
The cited source says what the claim attributes to it.
In the citing paper
“Paradox theory suggests that managing tensions through the dynamic strategies of acceptance and resolution fosters sustainability (Smith & Lewis, 2011).”
From Artificial Intelligence and Management: The Automation–Augmentation Paradox (2021) · cites this paper as Smith & Lewis, 2011
The cited source says what the claim attributes to it.
In the citing paper
“According to paradox theory, these organizational responses fuel reinforcing cycles that can be either negative or positive (Smith & Lewis, 2011).”
From Artificial Intelligence and Management: The Automation–Augmentation Paradox (2021) · cites this paper as Smith & Lewis, 2011
The cited source says what the claim attributes to it.
In the citing paper
“Organizations facing such a salient tension tend to apply management strategies to address it.”
From Artificial Intelligence and Management: The Automation–Augmentation Paradox (2021) · cites this paper as Smith & Lewis, 2011
The cited source says what the claim attributes to it.
In the citing paper
“A first step toward enabling such a virtuous cycle is the acceptance of the tensions as paradoxical (Smith & Lewis, 2011).”
From Artificial Intelligence and Management: The Automation–Augmentation Paradox (2021) · cites this paper as Smith & Lewis, 2011
The cited source says what the claim attributes to it.
In the citing paper
“Tensions' systemic nature is a central tenet of paradox theorizing (Jarzabkowski, Bednarek, Chalkias, & Cacciatori, 2019;Smith & Lewis, 2011).”
From Artificial Intelligence and Management: The Automation–Augmentation Paradox (2021) · cites this paper as Smith & Lewis, 2011
The cited source says what the claim attributes to it.
In the citing paper
“paradoxes arise when two opposing elements are fundamentally linked to each other and coexist”
From Content Creators Between Platform Control and User Autonomy: The Role of Algorithms and Revenue Sharing (2023) · cites this paper as Smith and Lewis 2011
In the citing paper
“Much is known about existing paradoxes but not about their origin and inception; hence, we ask: how do entrepreneurial paradoxes emerge -in this case from the combination of work and play - and how are they navigated over time?”
From From a Hobby to a Business: Drifting through Paradox While the Business Accelerates (2024) · cites this paper as Smith & Lewis, 2011
In the citing paper
“Paradoxical thinking requires a firm to have the cultures, structures, and processes to seek and integrate conflicting information (Smith and Lewis 2011).”
From Stakeholder marketing: theoretical foundations and required capabilities (2015) · cites this paper as Smith and Lewis 2011
Self-check
Percentages, sums and reported differences re-computed from the paper’s own numbers.
Each contradiction between two passages listed here was confirmed by an independent check.
Clegg citation points outside the listed page range
MinorThe quotation is attributed to page 29 of Clegg (2002), but the reference list gives that work a page range of 1-10.
“Clegg proposed that paradoxes and dialectics become synonymous when "α thesis does not exist despite its antithesis, but because of it. Each pole of the dialectic needs the other to sustain its presence" (2002: 29).”
“Clegg, S. R. 2002. General introduction. In S. R. Clegg (Ed.), Management and organization paradoxes: 1–10.”
Fayol's year differs between Table 1 and the reference list
MinorTable 1 identifies Fayol's cited work as 1911, whereas both the reference list and a citation in the text identify Fayol as 1990.
“Foundational research | Fayol (1911), Taylor (1911)”
“Fayol, H. 1990. General principles of manαgement.”
Citations
Cites
(1994) · Journal of the American Dietetic Association · doi:10.1016/0002-8223(94)92216-0 · Cited by 46,726
Absorptive Capacity: A New Perspective on Learning and Innovation
Cohen, W. M., & Levinthal, D. A. (1990) · Administrative Science Quarterly · doi:10.2307/2393553 · Cited by 35,728
A Theory of Cognitive Dissonance
Festinger, L. (1957) · doi:10.1515/9781503620766 · Cited by 24,241
(2010) · Cited by 24,023
Culture and the self: Implications for cognition, emotion, and motivation.
Markus, H. R., & Kitayama, S. (1991) · Psychological Review · doi:10.1037/0033-295x.98.2.224 · Cited by 21,995
Exploration and Exploitation in Organizational Learning
March, J. G. (1991) · Organization Science · doi:10.1287/orsc.2.1.71 · Cited by 21,942
(1984) · Cited by 21,166
The fifth discipline, the art and practice of the learning organization
Senge, P. M. (1991) · Performance + Instruction · doi:10.1002/pfi.4170300510 · Cited by 20,060
Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions
Ryan, R. M., & Deci, E. L. (2000) · Contemporary Educational Psychology · doi:10.1006/ceps.1999.1020 · Cited by 18,666
A Theory of Cognitive Dissonance
Morvan, C., & O’Connor, A. (2017) · Macat Library eBooks · doi:10.4324/9781912282432 · Cited by 18,284
Flagged first, then by citations
Research works printed but not linked: 28
- Ashcraft K. L., 2009, Academy of Management Annals, 3, 1, 10.1080/19416520903047186 · DOI · Paper page
- Badaracco J. L., 1998, Harvard Business Review, 76, 114
- Bartunek J., 1988, Paradox and transformation: Toward a theory of change in organization and management, 137
- Cameron K., 1988, Paradox and transformation: Toward a theory of change in organization and management, 1
- Deutsch M., 1968, Group dynamics, 461
- Donaldson T., 1995, Academy of Management Review, 20, 65, 10.5465/amr.1995.9503271992 · DOI · Paper page
- Eisenhardt K. M., 1988, Paradox and transformation: Toward a theory of change in organization and management, 19
- Eisenstat R. A., 2008, Harvard Business Review, 86, 50
- Farjoun M., 2002, Academy of Management Journal, 45, 848, 10.2307/3069318 · DOI
- Ford J., 1988, Paradox and transformation: Toward a theory of change in organization and management, 81
- Fredrickson B. L., 2001, American Psychologist, 56, 218, 10.1037/0003-066X.56.3.218 · DOI · Paper page
- Friedman M., 1970, New York Times Magazine, 13, 32
- Graham P.(Ed.). 1996. Mary Parker Follett: Prophet of management. Boston: Harvard Business School Press.
- Hoffman A., Woody J. G.2008. Memo to the CEO: Climate change, what's your business strategy? Cambridge, MA: Harvard Business School Press.
- Huy Q. N., 2001, Academy of Management Review, 26, 601, 10.2307/3560244 · DOI
- Keller J., 2010, Organization Science: Articles in Advance
- Kirschenbaum D., 1984, Journal of Sport Psychology, 8, 26
- Langer E.1989. Mindfulness. Boston: Addison-Wesley.
- Levitt T., 1958, Harvard Business Review, 36, 41
- Losada M. F., 2004, Journal of Applied Behavioral Science, 47, 740
- Pache A.-C., 2010, Academy of Management Review, 35, 455
- Putnam L., 1986, Organization communications: Emerging perspectives, 151
- Rothenberg A.1979. The emerging goddess. Chicago: University of Chicago Press.
- Tripsas M., 2000, Strategic Management Journal, 18, 119, 10.1002/(SICI)1097-0266(199707)18:1+<119::AID-SMJ921>3.3.CO;2-S · DOI
- Tushman M., 1985, Research in Organizational Behavior, 7, 171
- Voorhees B., 1986, General Systems Bulletin, 16, 58
- Weick K., 1999, Research in Organizational Behavior, 21, 81
- Wenger E. C., 2000, Harvard Business Review, 78, 139
Cited by
Sorted by citations
Items 101–200 of 1,015
Managing Family-Related Conflicts in Family Businesses: A Review and Research Agenda
Hong, Q., & Freel, M. (2019) · Family Business Review · doi:10.1177/0894486519893223 · Cited by 122
Completing the Adaptive Turn: An Integrative View of Strategy Implementation
Weiser, A., Jarzabkowski, P. A., & Laamanen, T. M. M. (2020) · Academy of Management Annals · doi:10.5465/annals.2018.0137 · Cited by 156
Switching Hats: The Effect of Role Transition on Individual Ambidexterity
Tempelaar, M. P., & Rosenkranz, N. A. (2017) · Journal of Management · doi:10.1177/0149206317714312 · Cited by 122
The Paradoxes of Telehealth: a Review of the Literature 2000–2015
Standing, C., Standing, S., McDermott, M., Gururajan, R., & Kiani Mavi, R. (2018) · Systems Research and Behavioral Science · doi:10.1002/sres.2442 · Cited by 105
Foege, J. N., Lauritzen, G. D., Tietze, P. D. F., & Salge, T. O. (2019) · Research Policy · doi:10.1016/j.respol.2019.01.013 · Cited by 127
Quo vadis, paradox? Centripetal and centrifugal forces in theory development
Schad, J., Lewis, M. W., & Smith, W. K. (2018) · Strategic Organization · doi:10.1177/1476127018786218 · Cited by 114
Self-citationMarket–political ambidexterity during institutional transitions
Li, Y., Peng, M. W., & Macaulay, C. D. (2013) · Strategic Organization · doi:10.1177/1476127012470403 · Cited by 112
Dilemmas of planning: Intervention, regulation, and investment
Savini, F., Majoor, S. J. H., & Salet, W. G. M. (2014) · Planning Theory · doi:10.1177/1473095214531430 · Cited by 116
Workplace flexibility as a paradoxical phenomenon: Exploring employee experiences
Cañibano, A. (2018) · Human Relations · doi:10.1177/0018726718769716 · Cited by 111
Leppäaho, T. C., & Ritala, P. (2021) · Journal of Family Business Strategy · doi:10.1016/j.jfbs.2021.100440 · Cited by 111
Trailblazing in Entrepreneurship
Shepherd, D. A., & Patzelt, H. (2017) · Springer eBooks · doi:10.1007/978-3-319-48701-4 · Cited by 172
Review of Organizational Ambidexterity Research
Kassotaki, O. A. (2022) · SAGE Open · doi:10.1177/21582440221082127 · Cited by 126
Managing Impressions Rather Than Emissions: Volkswagen and the false mastery of paradox
Gaim, M., Clegg, S. R., & Cunha, M. P. E. (2019) · Organization Studies · doi:10.1177/0170840619891199 · Cited by 120
Hubristic leadership: A review
Sadler‐Smith, E., Akstinaitė, V., Robinson, G., & Wray, T. (2016) · Leadership · doi:10.1177/1742715016680666 · Cited by 118
Estrada, I., & Dong, J. Q. (2019) · Long Range Planning · doi:10.1016/j.lrp.2019.01.003 · Cited by 104
Paradoxical leader behavior in long-term corporate development: Antecedents and consequences
Zhang, Y., & Han, Y.-L. (2019) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2019.03.007 · Cited by 105
Was heißt digitale Souveränität?
Glasze, G., Odzuck, E. H., & Staples, R. (2022) · Politik in der digitalen Gesellschaft · doi:10.1515/9783839458273 · Cited by 110
Civilize the Business School: For a Civic Management Education
Colombo, L. A. (2022) · Academy of Management Learning and Education · doi:10.5465/amle.2021.0430 · Cited by 107
Mehrabi, H., Coviello, N. E., & Ranaweera, C. (2018) · Industrial Marketing Management · doi:10.1016/j.indmarman.2018.11.014 · Cited by 100
Protecting the Paradox of Interprofessional Collaboration
Huq, J.-L., Reay, T., & Chreim, S. (2016) · Organization Studies · doi:10.1177/0170840616640847 · Cited by 99
Looking different vs thinking differently: Impact of TMT diversity on coopetition capability
Bengtsson, M. E., Raza‐Ullah, T., & Srivastava, M. K. (2018) · Long Range Planning · doi:10.1016/j.lrp.2018.11.001 · Cited by 100
Summoning the spirits: Organizational texts and the (dis)ordering properties of communication
Vásquez, C., Schoeneborn, D., & Sergi, V. (2015) · Human Relations · doi:10.1177/0018726715589422 · Cited by 98
Managing the Paradoxes of Place to Foster Regeneration
Slawinski, N., Winsor, B. W., Mazutis, D. D., Schouten, J. W., & Smith, W. K. (2019) · Organization & Environment · doi:10.1177/1086026619837131 · Cited by 109
Self-citationPass me the ball: narcissism in performance settings
Roberts, R., Woodman, T., & Sedikides, C. (2017) · International Review of Sport and Exercise Psychology · doi:10.1080/1750984x.2017.1290815 · Cited by 104
Understanding the internal audit function in a digitalised business environment
Betti, N., & Sarens, G. (2020) · Journal of Accounting & Organizational Change · doi:10.1108/jaoc-11-2019-0114 · Cited by 96
Wang, A.-C., Tsai, C., Dionne, S. D., Yammarino, F. J., Spain, S. M., Ling, H.-C., Huang, M., Chou, L.-F., & Cheng, B. (2018) · The Leadership Quarterly · doi:10.1016/j.leaqua.2018.06.002 · Cited by 95
Resilient Leadership as Paradox Work: Notes from COVID-19
Giustiniano, L., Cunha, M. P. E., Simpson, A. V., Rego, A., & Clegg, S. R. (2020) · Management and Organization Review · doi:10.1017/mor.2020.57 · Cited by 95
Fairhurst, G. T., & Putnam, L. L. (2018) · Organizational Research Methods · doi:10.1177/1094428118776771 · Cited by 95
From Vicious to Virtuous Paradox Dynamics: The Social-symbolic Work of Supporting Actors
Pradies, C., Tunarosa, A., Lewis, M. W., & Courtois, J. (2020) · Organization Studies · doi:10.1177/0170840620907200 · Cited by 93
Self-citationFu, N., Flood, P. C., Rousseau, D. M., & Morris, T. (2018) · Journal of Management · doi:10.1177/0149206318785241 · Cited by 95
Business Models for Sustainability: Choices and Consequences
Schneider, S., & Clauß, T. (2019) · Organization & Environment · doi:10.1177/1086026619854217 · Cited by 91
Co-operative identity and the dual nature: From paradox to complementarities
Novković, S., Puusa, A., & Miner, K. (2022) · Journal of Co-operative Organization and Management · doi:10.1016/j.jcom.2021.100162 · Cited by 91
Jiménez, M. P. F., Lleó, Á., Ruiz‐Palomino, P., & Muñoz‐Villamizar, A. (2024) · Review of Managerial Science · doi:10.1007/s11846-024-00735-3 · Cited by 123
Exploring digital servitization trajectories within product–service–software space
Hsuan, J., Jovanovic, M., & Clemente, D. H. (2021) · International Journal of Operations & Production Management · doi:10.1108/ijopm-08-2020-0525 · Cited by 91
Jarzabkowski, P. A., Bednarek, R., Chalkias, K., & Cacciatori, E. (2021) · Academy of Management Journal · doi:10.5465/amj.2019.0745 · Cited by 99
Du, J., & Chen, Z. (2018) · International Journal of Innovation Studies · doi:10.1016/j.ijis.2018.03.003 · Cited by 106
The Lived Experience of Paradox: How Individuals Navigate Tensions during the Pandemic Crisis
Pradies, C., Aust, I., Bednarek, R., Brandl, J., Carmine, S., Cheal, J., Cunha, M. P. E., Gaim, M., Keegan, A. E., Lê, J. K., et al. (2021) · Journal of Management Inquiry · doi:10.1177/1056492620986874 · Cited by 99
The ethics of conscious capitalism: Wicked problems in leading change and changing leaders
Fyke, J. P., & Buzzanell, P. M. (2013) · Human Relations · doi:10.1177/0018726713485306 · Cited by 98
The Paradox of Knowledge Creation in a High-Reliability Organization: A Case Study
Milošević, I., Bass, A. E., & Combs, G. M. (2015) · Journal of Management · doi:10.1177/0149206315599215 · Cited by 109
Calvard, T. S. (2015) · Management Learning · doi:10.1177/1350507615592113 · Cited by 96
Marinova, S. V., Cao, X., & Park, H. (2018) · Journal of Management · doi:10.1177/0149206318755301 · Cited by 92
Lei, Z., Naveh, E., & Novikov, Z. (2016) · Journal of Management · doi:10.1177/0149206316633745 · Cited by 83
Wannags, L. L., & Gold, S. (2020) · Journal of Cleaner Production · doi:10.1016/j.jclepro.2020.121662 · Cited by 83
Mishra, R., Singh, R. K., & Rana, N. P. (2023) · Business Strategy and the Environment · doi:10.1002/bse.3619 · Cited by 83
Opportunity Discovery and Creation as a Duality: Evidence from Small Firms’ Foreign Market Entries
Chetty, S., Karami, M., & Martín, Ó. M. (2018) · Journal of International Marketing · doi:10.1509/jim.17.0005 · Cited by 92
Open Innovation and Organization Design
Tushman, M. L., Lakhani, K. R., & Lifshitz‐Assaf, H. (2012) · Journal of Organization Design · doi:10.7146/jod.6336 · Cited by 81
Progress toward understanding tensions in corporate venture capital: A systematic review
Jeon, E., & Maula, M. V. J. (2022) · Journal of Business Venturing · doi:10.1016/j.jbusvent.2022.106226 · Cited by 67
Peterlin, J., Pearse, N. J., & Dimovski, V. (2015) · Economic and business review · doi:10.15458/85451.4 · Cited by 82
Introducing conflict as the microfoundation of organizational ambidexterity
Martin, A., Keller, A., & Fortwengel, J. (2019) · Strategic Organization · doi:10.1177/1476127017740262 · Cited by 65
One-Voice Strategy for Customer Engagement
Singh, J., Nambisan, S., Bridge, R. G., & Brock, J. K. (2020) · Journal of Service Research · doi:10.1177/1094670520910267 · Cited by 95
The management of coopetitive tensions within multi-unit organizations
Séran, T., Pellegrin‐Boucher, E., & Gurǎu, C. (2015) · Industrial Marketing Management · doi:10.1016/j.indmarman.2015.11.009 · Cited by 91
Pushing through the tension while stuck in the mud: Paradox mindset and escalation of commitment
Sleesman, D. J. (2019) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2019.03.008 · Cited by 77
Waldman, D. A., & Sparr, J. L. (2022) · Academy of Management Perspectives · doi:10.5465/amp.2021.0183 · Cited by 77
Sabini, L., & Alderman, N. (2021) · Project Management Journal · doi:10.1177/87569728211007660 · Cited by 67
The Legitimacy of Sustainability Standards: A Paradox Perspective
Haack, P., & Rasche, A. (2021) · Organization Theory · doi:10.1177/26317877211049493 · Cited by 78
Institutional work to navigate ethical dilemmas: Evidence from a social enterprise
Hota, P. K., Bhatt, B., & Qureshi, I. (2022) · Journal of Business Venturing · doi:10.1016/j.jbusvent.2022.106269 · Cited by 76
Turner, S., & Cacciatori, E. (2016) · doi:10.1093/acprof:oso/9780198759485.001.0001 · Cited by 75
Both/and thinking: embracing creative tensions to solve your toughest problems
Vince, R. (2023) · Action Learning Research and Practice · doi:10.1080/14767333.2023.2171529 · Cited by 75
A Paradox Approach to Organizational Tensions During the Pandemic Crisis
Carmine, S., Andriopoulos, C., Gotsi, M., Härtel, C. E. J., Krzeminska, A., Mafico, N., Pradies, C., Raza, H., Raza‐Ullah, T., Schrage, S., et al. (2021) · Journal of Management Inquiry · doi:10.1177/1056492620986863 · Cited by 75
Paradox Peers: A Relational Approach to Navigating a Business–Society Paradox
Pamphile, V. D. (2021) · Academy of Management Journal · doi:10.5465/amj.2019.0616 · Cited by 73
How Do Firms Manage Strategic Dualities? A Process Perspective
Birkinshaw, J., Crilly, D., Bouquet, C., & Lee, S. Y. (2015) · Academy of Management Discoveries · doi:10.5465/amd.2014.0123 · Cited by 80
Legacy in Family Business: A Systematic Literature Review and Future Research Agenda
Radu-Lefebvre, M., Davis, J. H., & Gartner, W. B. (2024) · Family Business Review · doi:10.1177/08944865231224506 · Cited by 73
Schildt, H. A., & Perkmann, M. (2016) · Journal of Management Inquiry · doi:10.1177/1056492616670756 · Cited by 75
Managing millennials’ personal use of technology at work
Kim, S. D. (2018) · Business Horizons · doi:10.1016/j.bushor.2017.11.007 · Cited by 88
Paradox as a Lens for Theorizing Sustainable HRM: Mapping and Coping with Paradoxes and Tensions
Ehnert, I. (2014) · CSR, Sustainability, Ethics & Governance · doi:10.1007/978-3-642-37524-8_11 · Cited by 73
The Roles of Material Artifacts in Managing the Learning–Performance Paradox: The Kaizen Case
Aoki, K. (2019) · Academy of Management Journal · doi:10.5465/amj.2017.0967 · Cited by 73
Child, C. D. (2019) · Organization Studies · doi:10.1177/0170840619857467 · Cited by 82
Zimmermann, A., Hill, S. A., Birkinshaw, J., & Jäckel, M. (2019) · Long Range Planning · doi:10.1016/j.lrp.2019.101927 · Cited by 71
Vince, R., Abbey, G. M., Langenhan, M. K., & Bell, D. (2018) · Management Learning · doi:10.1177/1350507617706832 · Cited by 69
Elements of paradoxes in supply chain management literature: A systematic literature review
Zhang, J., Yalcin, M. G., & Hales, D. N. (2020) · International Journal of Production Economics · doi:10.1016/j.ijpe.2020.107928 · Cited by 69
Power of Paradox: Grassroots Organizations’ Legitimacy Strategies Over Time
Chowdhury, R. R., Kourula, A. E., & Siltaoja, M. E. (2018) · Business & Society · doi:10.1177/0007650318816954 · Cited by 72
Lin, Y., Yang, M., Quade, M. J., & Chen, W. (2021) · Human Relations · doi:10.1177/00187267211002917 · Cited by 69
Maheshwari, S., Kaur, A., & Renwick, D. (2024) · Organization & Environment · doi:10.1177/10860266231217280 · Cited by 93
The role of innovation narratives in accomplishing organizational ambidexterity
Maclean, M., Harvey, C. E., Golant, B. D., & Sillince, J. A. A. (2020) · Strategic Organization · doi:10.1177/1476127019897234 · Cited by 67
Schrage, S., & Rasche, A. (2021) · Organization Studies · doi:10.1177/0170840621993238 · Cited by 74
Paradoxes in servitization: A processual perspective
Dmitrijeva, J., Schroeder, A., Bigdeli, A. Z., & Baines, T. S. (2021) · Industrial Marketing Management · doi:10.1016/j.indmarman.2021.12.007 · Cited by 76
Imagining organization through metaphor and metonymy: Unpacking the process-entity paradox
Schoeneborn, D., Vásquez, C., & Cornelissen, J. (2016) · Human Relations · doi:10.1177/0018726715612899 · Cited by 67
Walking the Tightrope: Coopetition Capability Construct and Its Role in Value Creation
Rai, R., Gnyawalị, D. R., & Bhatt, H. (2022) · Journal of Management · doi:10.1177/01492063221107873 · Cited by 66
Tuckermann, H. H. (2018) · Organization Studies · doi:10.1177/0170840618800100 · Cited by 65
Gastaldi, L., & Mariano Corso, A. (2012) · International Journal of Engineering Business Management · doi:10.5772/51643 · Cited by 70
Chin, T., Li, Q., Mirone, F., & Papa, A. (2024) · Technology in Society · doi:10.1016/j.techsoc.2024.102793 · Cited by 64
Cuganesan, S. (2016) · Organization Studies · doi:10.1177/0170840616655482 · Cited by 64
Managing Tensions and Divergent Institutional Logics in Firm–NPO Partnerships
Ahmadsimab, A., & Chowdhury, I. (2021) · Journal of Business Ethics · doi:10.1007/s10551-019-04265-x · Cited by 63
Struggling with internal crisis communication: A balancing act between paradoxical tensions
Heide, M., & Simonsson, C. (2015) · Public Relations Inquiry · doi:10.1177/2046147x15570108 · Cited by 75
Behind ambidextrous search: The microfoundations of search in family and non-family firms
Mazzelli, A., Massis, A. D., Petruzzelli, A. M., Giudice, M. D., & Khan, Z. (2019) · Long Range Planning · doi:10.1016/j.lrp.2019.05.002 · Cited by 64
How organizational logics shape trade-off decision-making in sustainability
Haffar, M., & Searcy, C. (2019) · Long Range Planning · doi:10.1016/j.lrp.2019.101912 · Cited by 62
Rey‐García, M., Mato‐Santiso, V., & Felgueiras, A. (2020) · Business & Society · doi:10.1177/0007650320949822 · Cited by 78
Whiting, R., Gillian Symon, B., Roby, H., & Chamakiotis, P. (2016) · Organizational Research Methods · doi:10.1177/1094428116669818 · Cited by 71
Klonek, F. E., Voléry, T., & Parker, S. K. (2020) · International Small Business Journal Researching Entrepreneurship · doi:10.1177/0266242620943371 · Cited by 59
Organizational Science and Health Care
Mayo, A. T., Myers, C. G., & Sutcliffe, K. M. (2021) · Academy of Management Annals · doi:10.5465/annals.2019.0115 · Cited by 64
Kim, S., & Schifeling, T. (2022) · Administrative Science Quarterly · doi:10.1177/00018392221091734 · Cited by 47
Aubry, M. (2015) · Project Management Journal · doi:10.1002/pmj.21522 · Cited by 59
Do Shareholders Value Green Information Technology Announcements?
Nishant, R., Teo, T. S. H., & Goh, M. (2017) · Journal of the Association for Information Systems · doi:10.17705/1jais.00466 · Cited by 57
Paradoxes in collaborative governance
Qi, H., & Ran, B. (2023) · Public Management Review · doi:10.1080/14719037.2023.2196290 · Cited by 58
Mission impossible? The paradoxes of stretch goal setting
Cunha, M. P. E., Giustiniano, L., Rego, A., & Clegg, S. R. (2016) · Management Learning · doi:10.1177/1350507616664289 · Cited by 55
Goal-Based Private Sustainability Governance and Its Paradoxes in the Indonesian Palm Oil Sector
Grabs, J., & Garrett, R. D. (2023) · Journal of Business Ethics · doi:10.1007/s10551-023-05377-1 · Cited by 84
Transitioning to a Circular Economy: Paradoxical Tensions of the Circular Business Model
Dagilienė, L., & Varaniūtė, V. (2023) · Organization & Environment · doi:10.1177/10860266231213108 · Cited by 57
Tensions in R&D networks: Implications for knowledge search and integration
Ritala, P., Huizingh, K. R. E., Almpanopoulou, A., & Wijbenga, P. (2017) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2016.12.020 · Cited by 59
Porter, A. J., Kuhn, T. R., & Nerlich, B. (2017) · Organization Studies · doi:10.1177/0170840617707999 · Cited by 60
Paradoxes in Organizational Change: The Crucial Role of Leaders’ Sensegiving
Sparr, J. L. (2018) · Journal of Change Management · doi:10.1080/14697017.2018.1446696 · Cited by 65
Metadata
- Authors
- Smith, W. K., & Lewis, M. W.
- Affiliations
- University of Cincinnati (US)
- Venue
- Academy of Management Review
- Publisher
- Academy of Management
- Published
- 2011-04
- Volume
- 36
- Issue
- 2
- Pages
- 381-403
- ISSN
- 0363-7425 (ISSN-L)
- 1930-3807
- OpenAlex
- W4231788326
- Cited by
- 1,631
- References
- 140
- Citations by year
- 2026: 242 · 2025: 316 · 2024: 184 · 2023: 163 · 2022: 134 · 2021: 127 · 2020: 77 · 2019: 97 · 2018: 68 · 2017: 78 · 2016: 53 · 2015: 34 · 2014: 24 · 2013: 14 · 2012: 13
- FWCI
- 33.50
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Academy of Management Review (publishedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
- Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
- Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Organizational Management and Leadership
- Keywords
- paradox, paradoxical tensions, dynamic equilibrium model, organizing, organizational sustainability, peak performance
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
A language model drew the claims from the paper on 2026-10-09, under version 3 of the claim definition (model deepseek-v4.1-flash, prompt extract-v3).
A second model labelled each claim on 2026-10-09 (model jev-1.13-20260917, definition revision gold-guideline-v0.2).
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review
