Paradox Research in Management Science: Looking Back to Move Forward

References

• Abrahamson, E. (1991). Managerial fads and fashions: The diffusion and rejection of innovations. Academy of Management Review, 16(3), 586–612.
   Web of Science ®Google Scholar
• Adler, P. S., & Borys, B. (1996). Two types of bureaucracy: Enabling and coercive. Administrative Science Quarterly, 41(1), 61–89.
   Web of Science ®Google Scholar
• Adler, P. S., Goldoftas, B., & Levine, D. I. (1999). Flexibility versus efficiency? A case study of model changeovers in the Toyota production system. Organization Science, 10(1), 43–68.
   Web of Science ®Google Scholar
• Aguinis, H., Dalton, D. R., Bosco, F. A., Pierce, C. A., & Dalton, C. M. (2011). Meta-analytic choices and judgment calls: Implications for theory building and testing, obtained effect sizes, and scholarly impact. Journal of Management, 37(1), 5–38.
   Web of Science ®Google Scholar
• Ahearne, M., Lam, S. K., & Kraus, F. (2014). Performance impact of middle managers’ adaptive strategy implementation: The role of social capital. Strategic Management Journal, 35(1), 68–87.
   Web of Science ®Google Scholar
• Albert, S., & Whetten, D. A. (1985). Organizational identity. Research in Organizational Behavior, 7, 263–295.
   Google Scholar
• Allison, G. T. (1971). Essence of decision: Explaining the Cuban missile crisis. Boston, MA: Little-Brown.
   Google Scholar
• Andriopoulos, C. (2003). Six paradoxes in managing creativity: An embracing act. Long Range Planning, 36(4), 375–388.
   Web of Science ®Google Scholar
• Andriopoulos, C., & Lewis, M. W. (2009). Exploitation-exploration tensions and organizational ambidexterity: Managing paradoxes of innovation. Organization Science, 20(4), 696–717.
   Web of Science ®Google Scholar
• Andriopoulos, C., & Lewis, M. W. (2010). Managing innovation paradoxes: Ambidexterity lessons from leading product design companies. Long Range Planning, 43(1), 104–122.
   Web of Science ®Google Scholar
• Aquinas, T. (2007). Summa theologica: Volume I—Part I. (Fathers of the English Dominican Province, Trans.). New York, NY: Cosimo.
   Google Scholar
• Aristotle. (trans. 1933). Metaphysics. Books I-IX ( H. Tredennick, Trans.). London: Heinemann.
   Google Scholar
• Aristotle. (trans. 1962). Nicomachean ethics ( M. Ostwald, Trans.). Indianapolis, IN: Bobbs-Merrill.
   Google Scholar
• Arrow, K. J. (1951). Social choice and individual values. New Haven, CT: Yale University Press.
   Google Scholar
• Ashby, W. R. (1956). An introduction to cybernetics. New York, NY: John Wiley.
   Google Scholar
• Ashforth, B. E., & Reingen, P. H. (2014). Functions of dysfunction: Managing the dynamics of an organizational duality in a natural food cooperative. Administrative Science Quarterly, 59(3), 474–516.
   Web of Science ®Google Scholar
• Ashforth, B. E., Rogers, K. M., & Corley, K. G. (2011). Identity in organizations: Exploring cross-level dynamics. Organization Science, 22(5), 1144–1156.
   Web of Science ®Google Scholar
• Ashforth, B. E., Rogers, K. M., Pratt, M. G., & Pradies, C. (2014). Ambivalence in organizations: A multilevel approach. Organization Science, 25(5), 1453–1478.
   Web of Science ®Google Scholar
• Audia, P. G., Locke, E. A., & Smith, K. G. (2000). The paradox of success: An archival and a laboratory study of strategic persistence following radical environmental change. Academy of Management Journal, 43(5), 837–853.
   Web of Science ®Google Scholar
• Axelrod, R. M. (1997). The complexity of cooperation: Agent-based models of competition and collaboration. Princeton, NJ: Princeton University Press.
   Google Scholar
• Bacharach, S. B., Bamberger, P., & Sonnenstuhl, W. J. (1996). The organizational transformation process: The micropolitics of dissonance reduction and the alignment of logics of action. Administrative Science Quarterly, 41(3), 477–506.
   Web of Science ®Google Scholar
• Bakhtin, M. M. (1981). The dialogic imagination: Four essays by M. M. Bakhtin. Austin: University of Texas Press.
   Google Scholar
• Bansal, P., Bertels, S., Ewart, T., MacConnachie, P., & O’Brien, J. (2012). Bridging the research-practice gap. Academy of Management Perspectives, 26(1), 73–92.
   Web of Science ®Google Scholar
• Barney, J., & Felin, T. (2013). What are microfoundations? Academy of Management Perspectives, 27(2), 138–155.
   Web of Science ®Google Scholar
• Bartunek, J. M. (1988). The dynamics of personal and organizational reframing. In R. E. Quinn & K. S. Cameron (Eds.), Paradox and transformation: Toward a theory of change in organization and management (pp. 137–158). Cambridge, MA: Ballinger.
   Google Scholar
• Bartunek, J. M., & Rynes, S. L. (2014). Academics and practitioners are alike and unlike: The paradoxes of academic-practitioner relationships. Journal of Management, 40(5), 1181–1201.
   Web of Science ®Google Scholar
• Bartunek, J. M., Walsh, K., & Lacey, C. A. (2000). Dynamics and dilemmas of women leading women. Organization Science, 11(6), 589–610.
   Web of Science ®Google Scholar
• Baum, J. A., & McKelvey, B. (2006). Analysis of extremes in management studies. In D. D. Bergh & R. Ketchen (Eds.), Research methodology in strategy and management (pp. 123–196). Bingley: Emerald.
   Google Scholar
• Beech, N., Burns, H., de Caestecker, L., MacIntosh, R., & MacLean, D. (2004). Paradox as invitation to act in problematic change situations. Human Relations, 57(10), 1313–1332.
   Web of Science ®Google Scholar
• Benson, J. K. (1977). Organizations: A dialectical view. Administrative Science Quarterly, 22(1), 1–21.
   Web of Science ®Google Scholar
• Berelson, B. (1971). Content analysis in communication research. New York, NY: Hafner.
   Google Scholar
• Besharov, M. L. (2014). The relational ecology of identification: How organizational identification emerges when individuals hold divergent values. Academy of Management Journal, 57(5), 1485–1512.
   Web of Science ®Google Scholar
• Besharov, M. L., & Smith, W. K. (2014). Multiple institutional logics in organizations: Explaining their varied nature and implications. Academy of Management Review, 39(3), 364–381.
   Web of Science ®Google Scholar
• Blatt, R. (2009). Tough love: How communal schemas and contracting practices build relational capital in entrepreneurial teams. Academy of Management Review, 34(3), 533–551.
   Web of Science ®Google Scholar
• Bloodgood, J. M., & Chae, B. (2010). Organizational paradoxes: Dynamic shifting and integrative management. Management Decision, 48(1–2), 85–104.
   Web of Science ®Google Scholar
• Boiral, O. (2003). ISO 9000: Outside the iron cage. Organization Science, 14(6), 720–737.
   Web of Science ®Google Scholar
• Boiral, O. (2007). Corporate greening through ISO 14001: A rational myth? Organization Science, 18(1), 127–146.
   Web of Science ®Google Scholar
• Boumgarden, P., Nickerson, J., & Zenger, T. R. (2012). Sailing into the wind: Exploring the relationships among ambidexterity, vacillation, and organizational performance. Strategic Management Journal, 33(6), 587–610.
   Web of Science ®Google Scholar
• Bourdieu, P. (1977). Outline of a theory of practice ( R. Nice, Trans.). Cambridge: Cambridge University Press.
   Google Scholar
• Boyd, B. K., Haynes, K. T., & Zona, F. (2011). Dimensions of CEO-board relations. Journal of Management Studies, 48(8), 1892–1923.
   Web of Science ®Google Scholar
• Bradach, J. L. (1997). Using the plural form in the management of restaurant chains. Administrative Science Quarterly, 42(2), 276–303.
   Web of Science ®Google Scholar
• Brandenburger, A. M., & Nalebuff, B. J. (1996). Co-opetition. New York, NY: Doubleday.
   Google Scholar
• Briscoe, F. (2007). From iron cage to iron shield? How bureaucracy enables temporal flexibility for professional service workers. Organization Science, 18(2), 297–314.
   Web of Science ®Google Scholar
• Buenger, V., Daft, R. L., Conlon, E. J., & Austin, J. (1996). Competing values in organizations: Contextual influences and structural consequences. Organization Science, 7(5), 557–576.
   Web of Science ®Google Scholar
• Caligiuri, P., & Thomas, D. C. (2013). From the editors: How to write a high-quality review. Journal of International Business Studies, 44(6), 547–553.
   Web of Science ®Google Scholar
• Cameron, K. S. (1986). Effectiveness as paradox: Consensus and conflict in conceptions of organizational effectiveness. Management Science, 32(5), 539–553.
   Web of Science ®Google Scholar
• Cameron, K. S., & Quinn, R. E. (1988). Organizational paradox and transformation. In R. E. Quinn & K. S. Cameron (Eds.), Paradox and transformation: Toward a theory of change in organization and management (pp. 1–18). Cambridge, MA: Ballinger.
   Google Scholar
• Cao, Q., Gedajlovic, E., & Zhang, H. P. (2009). Unpacking organizational ambidexterity: Dimensions, contingencies, and synergistic effects. Organization Science, 20(4), 781–796.
   Web of Science ®Google Scholar
• Capra, F. (1975). The Tao of physics. New York, NY: HarperCollins.
   Google Scholar
• Carlo, J. L., Lyytinen, K., & Boland, R. J., Jr. (2012). Dialectics of collective minding: Contradictory appropriations of information technology in a high-risk project. MIS Quarterly, 36(4), 1081–1108.
   Web of Science ®Google Scholar
• Carmeli, A., & Halevi, M. Y. (2009). How top management team behavioral integration and behavioral complexity enable organizational ambidexterity: The moderating role of contextual ambidexterity. Leadership Quarterly, 20(2), 207–218.
   Web of Science ®Google Scholar
• Chan-Serafin, S., Brief, A. P., & George, J. M. (2013). Perspective—How does religion matter and why? Religion and the organizational sciences. Organization Science, 24(5), 1585–1600.
   Web of Science ®Google Scholar
• Chen, M.-J. (2002). Transcending paradox: The Chinese ‘middle way’ perspective. Asia Pacific Journal of Management, 19(2/3), 179–199.
   Google Scholar
• Chen, M.-J. (2008). Reconceptualizing the competition–cooperation relationship: A transparadox perspective. Journal of Management Inquiry, 17(4), 288–304.
   Web of Science ®Google Scholar
• Chen, M.-J. (2014). Presidential address—Becoming ambicultural: A personal quest, and aspiration for organizations. Academy of Management Review, 39(2), 119–137.
   Web of Science ®Google Scholar
• Chen, M.-J., & Miller, D. (2011). The relational perspective as a business mindset: Managerial implications for East and West. Academy of Management Perspectives, 25(3), 6–18.
   Web of Science ®Google Scholar
• Chreim, S. (2005). The continuity–change duality in narrative texts of organizational identity. Journal of Management Studies, 42(3), 567–593.
   Web of Science ®Google Scholar
• Chung, C. C., & Beamish, P. W. (2010). The trap of continual ownership change in international equity joint ventures. Organization Science, 21(5), 995–1015.
   Web of Science ®Google Scholar
• Cilliers, P. (1998). Complexity and postmodernism: Understanding complex systems. London: Routledge.
   Google Scholar
• Clegg, S. R. (2002). General introduction. In S. R. Clegg (Ed.), Management and organization paradoxes (pp. 1–10). Amsterdam: John Benjamins.
   Google Scholar
• Clegg, S. R., Cunha, J. V., & Cunha, M. P. (2002). Management paradoxes: A relational view. Human Relations, 55(5), 483–503.
   Web of Science ®Google Scholar
• Cohen, S. G., & Bailey, D. E. (1997). What makes teams work: Group effectiveness research from the shop floor to the executive suite. Journal of Management, 23(3), 239–290.
   Web of Science ®Google Scholar
• Confucius. (1977). The four books: Confucian analects, the great learning, the doctrine of the mean, the work of Mencius ( J. Legge, Trans.). Taipei: Wen shi zhe chubanshe.
   Google Scholar
• Cronin, M. A., Weingart, L. R., & Todorova, G. (2011). Dynamics in groups: Are we there yet? Academy of Management Annals, 5, 571–612.
   Web of Science ®Google Scholar
• Crossan, M., Cunha, M. P., Vera, D., & Cunha, J. (2005). Time and organizational improvisation. Academy of Management Review, 30(1), 129–145.
   Web of Science ®Google Scholar
• Cunha, J. V., Clegg, S. R., & Cunha, M. P. (2002). Management, paradox, and permanent dialectics. In S. R. Clegg (Ed.), Management and organization paradoxes (pp. 11–40). Amsterdam: John Benjamins.
   Google Scholar
• Dacin, M. T., Dacin, P. A., & Tracey, P. (2011). Social entrepreneurship: A critique and future directions. Organization Science, 22(5), 1203–1213.
   Web of Science ®Google Scholar
• Daily, C. M., Dalton, D. R., & Cannella, A. A. (2003). Corporate governance: Decades of dialogue and data. Academy of Management Review, 28(3), 371–382.
   Web of Science ®Google Scholar
• Dameron, S., & Torset, C. (2014). The discursive construction of strategists’ subjectivities: Towards a paradox lens on strategy. Journal of Management Studies, 51(2), 291–319.
   Web of Science ®Google Scholar
• Das, T. K., & Teng, B. S. (2000). Instabilities of strategic alliances: An internal tensions perspective. Organization Science, 11(1), 77–101.
   Web of Science ®Google Scholar
• De Dreu, C. K. W. (2006). When too little or too much hurts: Evidence for a curvilinear relationship between task conflict and innovation in teams. Journal of Management, 32(1), 83–107.
   Web of Science ®Google Scholar
• Deephouse, D. L. (1999). To be different, or to be the same? It’s a question (and theory) of strategic balance. Strategic Management Journal, 20(2), 147.
   Web of Science ®Google Scholar
• Demb, A., & Neubauer, F.-F. (1992). The corporate board: Confronting the paradoxes. New York, NY: Oxford University Press.
   Google Scholar
• Denis, J. L., Lamothe, L., & Langley, A. (2001). The dynamics of collective leadership and strategic change in pluralistic organizations. Academy of Management Journal, 44(4), 809–837.
   Web of Science ®Google Scholar
• Denis, J. L., Langley, A., & Sergi, V. (2012). Leadership in the plural. Academy of Management Annals, 6(1), 211–283.
   Web of Science ®Google Scholar
• Denison, D. R., Hooijberg, R., & Quinn, R. E. (1995). Paradox and performance: Toward a theory of behavioral complexity in managerial leadership. Organization Science, 6(5), 524–540.
   Web of Science ®Google Scholar
• Derrida, J. (1972). Positions. Paris: Les Editions de Minuit.
   Google Scholar
• Devinney, T. M. (2013). Is microfoundational thinking critical to management thought and practice? Academy of Management Perspectives, 27(2), 81–84.
   Web of Science ®Google Scholar
• Dobrow, S. R., Smith, W. K., & Posner, M. A. (2011). Managing the grading paradox: Leveraging the power of choice in the classroom. Academy of Management Learning & Education, 10(2), 261–276.
   Web of Science ®Google Scholar
• Dogan, M. (2001). Paradigms in the social sciences. In N. J. Smeltser & P. B. Baltes (Eds.), International encyclopedia of the social & behavioral sciences (pp. 11023–11027). Oxford: Elsevier.
   Google Scholar
• Donaldson, T., & Preston, L. E. (1995). The stakeholder theory of the corporation: Concepts, evidence, and implications. Academy of Management Review, 20(1), 65–91.
   Web of Science ®Google Scholar
• Doz, Y. L., & Hamel, G. (1998). Alliance advantage: The art of creating value through partnering. Boston, MA: Harvard Business School Press.
   Google Scholar
• Drach-Zahavy, A., & Freund, A. (2007). Team effectiveness under stress: A structural contingency approach. Journal of Organizational Behavior, 28(4), 423–450.
   Web of Science ®Google Scholar
• Drummond, H. (1998). Is escalation always irrational? Organization Studies, 19(6), 911–929.
   Web of Science ®Google Scholar
• Drummond, H. (2008). The Icarus paradox: An analysis of a totally destructive system. Journal of Information Technology, 23(3), 176–184.
   Web of Science ®Google Scholar
• Duriau, V. J., Reger, R. K., & Pfarrer, M. D. (2007). A content analysis of the content analysis literature in organization studies—research themes, data sources, and methodological refinements. Organizational Research Methods, 10(1), 5–34.
   Web of Science ®Google Scholar
• Dutton, J. E., & Dukerich, J. M. (1991). Keeping an eye on the mirror: Image and identity in organizational adaptation. Academy of Management Journal, 34(3), 517–554.
   Web of Science ®Google Scholar
• Eggers, J. P., & Kaplan, S. (2013). Cognition and capabilities: A multi-level perspective. Academy of Management Annals, 7(1), 295–340.
   Web of Science ®Google Scholar
• Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532–550.
   Web of Science ®Google Scholar
• Eisenhardt, K. M., & Westcott, B. J. (1988). Paradoxical demands and the creation of excellence: The case of just-in-time manufacturing. In R. E. Quinn & K. S. Cameron (Eds.), Paradox and transformation: Toward a theory of change in organization and management (pp. 137–162). Cambridge, MA: Ballinger.
   Google Scholar
• Ellis, A. P. J., Mai, K. M., & Christian, J. S. (2013). Examining the asymmetrical effects of goal fault lines in groups: A categorization-elaboration approach. Journal of Applied Psychology, 98(6), 948–961.
   PubMed Web of Science ®Google Scholar
• Elsbach, K. D., & Pratt, M. G. (2007). The physical environment in organizations. Academy of Management Annals, 1, 181–224.
   Web of Science ®Google Scholar
• Engels, F. (trans. 1946). Dialectics of nature ( C. Dutt, Trans.). London: Lawrence and Wishart.
   Google Scholar
• Fairhurst, G. T., & Putnam, L. L. (2014). Organizational discourse analysis. In L. L. Putnam & D. K. Mumby (Eds.), The SAGE handbook of organizational communication: Advances in theory, research, and methods. (3rd, ed., pp. 271–296). Thousand Oaks, CA: SAGE.
   Google Scholar
• Fang, T. (2010). Asian management research needs more self-confidence: Reflection on Hofstede (2007) and beyond. Asia Pacific Journal of Management, 27(1), 155–170.
   Web of Science ®Google Scholar
• Fang, T. (2012). Yin yang: A new perspective on culture. Management and Organization Review, 8(1), 25–50.
   Web of Science ®Google Scholar
• Farjoun, M. (2002). The dialectics of institutional development in emergent and turbulent fields: The history of pricing conventions in the on-line database industry. Academy of Management Journal, 45(5), 848–874.
   Web of Science ®Google Scholar
• Farjoun, M. (2010). Beyond dualism: Stability and change as a duality. Academy of Management Review, 35(2), 202–225.
   Web of Science ®Google Scholar
• Feldman, M. S., & Pentland, B. T. (2003). Reconceptualizing organizational routines as a source of flexibility and change. Administrative Science Quarterly, 48(1), 94–118.
   Web of Science ®Google Scholar
• Felin, T., Foss, N. J., & Ployhart, R. E. (2015). The microfoundations movement in strategy and organization theory. Academy of Management Annals, 9(1), 575–632.
   Web of Science ®Google Scholar
• Festinger, L. (1957). A theory of cognitive dissonance. Evanston, IL: Row, Peterson.
   Google Scholar
• Fiol, C. M. (2002). Capitalizing on paradox: The role of language in transforming organizational identities. Organization Science, 13(6), 653–666.
   Web of Science ®Google Scholar
• Fiol, C. M., Pratt, M. G., & O’Connor, E. J. (2009). Managing intractable identity conflicts. Academy of Management Review, 34(1), 32–55.
   Web of Science ®Google Scholar
• Fiss, P. C. (2007). A set-theoretic approach to organizational configurations. Academy of Management Review, 32(4), 1180–1198.
   Web of Science ®Google Scholar
• Ford, J. D., & Backoff, R. W. (1988). Organizational change in and out of dualities and paradox. In R. E. Quinn & K. S. Cameron (Eds.), Paradox and transformation: Toward a theory of change in organization and management (pp. 81–121). Cambridge, MA: Ballinger.
   Google Scholar
• Ford, J. D., & Ford, L. W. (1994). Logics of identity, contradictions, and attraction in change. Academy of Management Review, 19(4), 756–785.
   Web of Science ®Google Scholar
• Foss, N. J. (2011). Invited editorial: Why micro-foundations for resource-based theory are needed and what they may look like. Journal of Management, 37(5), 1413–1428.
   Web of Science ®Google Scholar
• Frankl, V. E. (1975). Paradoxical intention and dereflection. Psychotherapy: Theory, Research & Practice, 12(3), 226–237.
   Web of Science ®Google Scholar
• Freeman, R. E. (1984). Strategic management: A stakeholder approach. Boston, MA: Pitman.
   Google Scholar
• Freud, A. (1937). The ego and the mechanisms of defence ( C. Baines, Trans.). London: The Hogarth Press.
   Google Scholar
• Gebert, D., Boerner, S., & Kearney, E. (2010). Fostering team innovation: Why is it important to combine opposing action strategies? Organization Science, 21(3), 593–608.
   Web of Science ®Google Scholar
• Gibbs, J. (2009). Dialectics in a global software team: Negotiating tensions across time, space, and culture. Human Relations, 62(6), 905–935.
   Web of Science ®Google Scholar
• Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of Management Journal, 47(2), 209–226.
   Web of Science ®Google Scholar
• Giddens, A. (1984). The constitution of society: Outline of the theory of structuration. Berkeley: University of California Press.
   Google Scholar
• Girardot, N. J. (1988). Myth and meaning in early Taoism: The theme of chaos (hun-tun). Berkeley: University of California Press.
   Google Scholar
• Glynn, M. A. (2000). When cymbals become symbols: Conflict over organizational identity within a symphony orchestra. Organization Science, 11(3), 285–298.
   Web of Science ®Google Scholar
• Good, D., & Michel, E. J. (2013). Individual ambidexterity: Exploring and exploiting in dynamic contexts. Journal of Psychology, 147(5), 435–453.
   PubMed Web of Science ®Google Scholar
• Gotsi, M., Andriopoulos, C., Lewis, M. W., & Ingram, A. E. (2010). Managing creatives: Paradoxical approaches to identity regulation. Human Relations, 63(6), 781–805.
   Web of Science ®Google Scholar
• Graetz, F., & Smith, A. C. T. (2008). The role of dualities in arbitrating continuity and change in forms of organizing. International Journal of Management Reviews, 10(3), 265–280.
   Web of Science ®Google Scholar
• Graham, P. (Ed.). (1995). Mary Parker Follett—prophet of management: A celebration of writings from the 1920s. Boston, MA: Harvard Business School Press.
   Google Scholar
• Gulati, R., & Puranam, P. (2009). Renewal through reorganization: The value of inconsistencies between formal and informal organization. Organization Science, 20(2), 422–440.
   Web of Science ®Google Scholar
• Hahn, T., Preuss, L., Pinkse, J., & Figge, F. (2014). Cognitive frames in corporate sustainability: Managerial sensemaking with paradoxical and business case frames. Academy of Management Review, 39(4), 463–487.
   Web of Science ®Google Scholar
• Hampden-Turner, C. (1981). Maps of the mind. New York, NY: Macmillan.
   Google Scholar
• Handy, C. (1994). The age of paradox. Cambridge, MA: Harvard Business School Press.
   Google Scholar
• Harris, A. S. (1996). Living with paradox: An introduction to Jungian psychology. Albany, NY: Brooks/Cole.
   Google Scholar
• Harrison, S. H., & Corley, K. G. (2011). Clean climbing, carabiners, and cultural cultivation: Developing an open-systems perspective of culture. Organization Science, 22(2), 391–412.
   Web of Science ®Google Scholar
• Hart, S. L., & Quinn, R. E. (1993). Roles executives play: CEOs, behavioral complexity, and firm performance. Human Relations, 46(5), 543–574.
   Web of Science ®Google Scholar
• Harvey, S. (2014). Creative synthesis: Exploring the process of extraordinary group creativity. Academy of Management Review, 39(3), 324–343.
   Web of Science ®Google Scholar
• Hatch, M. J. (1997). Irony and the social construction of contradiction in the humor of a management team. Organization Science, 8(3), 275–288.
   Web of Science ®Google Scholar
• Hatch, M. J., & Ehrlich, S. B. (1993). Spontaneous humor as an indicator of paradox and ambiguity in organizations. Organization Studies, 14(4), 505–526.
   Web of Science ®Google Scholar
• Hayek, F. A. (1982). Law, legislation and liberty. London: Routledge and Kegan Paul.
   Google Scholar
• Hegel, G. W. F. (1807/1977). Phenomenology of spirit ( A. V. Miller, Trans.). Oxford: Oxford University Press.
   Google Scholar
• Hegel, G. W. F. (1812/1998). Hegel’s science of logic ( A. V. Miller, Trans.). Amherst, NY: Humanity Books.
   Google Scholar
• Hobbes, T. (1651/1981). Leviathan. ( C. MacPherson, Ed.). London: Penguin Classics.
   Google Scholar
• Horwitz, S. K., & Horwitz, I. B. (2007). The effects of team diversity on team outcomes: A meta-analytic review of team demography. Journal of Management, 33(6), 987–1015.
   Web of Science ®Google Scholar
• Huber, T. L., Fischer, T. A., Dibbern, J., & Hirschheim, R. (2013). A process model of complementarity and substitution of contractual and relational governance in IS outsourcing. Journal of Management Information Systems, 30(3), 81–114.
   Web of Science ®Google Scholar
• Huxham, C., & Beech, N. (2003). Contrary prescriptions: Recognizing good practice tensions in management. Organization Studies, 24(1), 69–93.
   Web of Science ®Google Scholar
• Huy, Q. N. (2001). Time, temporal capability, and planned change. Academy of Management Review, 26(4), 601–623.
   Web of Science ®Google Scholar
• Huy, Q. N. (2002). The emotional balancing of organizational continuity and radical change: The contribution of middle managers. Administrative Science Quarterly, 47(1), 31–69.
   Web of Science ®Google Scholar
• Im, G., & Rai, A. (2014). IT-enabled coordination for ambidextrous interorganizational relationships. Information Systems Research, 25(1), 72–92.
   Web of Science ®Google Scholar
• James, E. H., Wooten, L. P., & Dushek, K. (2011). Crisis management: Informing a new leadership research agenda. Academy of Management Annals, 5, 455–493.
   Web of Science ®Google Scholar
• Jarzabkowski, P., Lê, J. K., & Van de Ven, A. H. (2013). Responding to competing strategic demands: How organizing, belonging, and performing paradoxes coevolve. Strategic Organization, 11(3), 245–280.
   Web of Science ®Google Scholar
• Jay, J. (2013). Navigating paradox as mechanisms of change and innovation in hybrid organizations. Academy of Management Journal, 56(1), 137–159.
   Web of Science ®Google Scholar
• Johnston, S., & Selsky, J. W. (2006). Duality and paradox: Trust and duplicity in Japanese business practice. Organization Studies, 27(2), 183–205.
   Web of Science ®Google Scholar
• Jung, C. G. (1924). Psychological types, or the psychology of individuation ( H. G. Baynes, Trans.). New York, NY: Harcourt Brace.
   Google Scholar
• Jung, C. G. (1965). Memories, dreams, reflections. New York, NY: Vintage Books.
   Google Scholar
• Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724.
   Web of Science ®Google Scholar
• Kanfer, R., & Ackerman, P. L. (1989). Motivation and cognitive abilities: An integrative aptitude treatment interaction approach to skill acquisition. Journal of Applied Psychology, 74(4), 657–690.
   Web of Science ®Google Scholar
• Keller, J., & Loewenstein, J. (2011). The cultural category of cooperation: A cultural consensus model analysis for China and the United States. Organization Science, 22(2), 299–319.
   Web of Science ®Google Scholar
• Khazanchi, S., Lewis, M. W., & Boyer, K. K. (2007). Innovation-supportive culture: The impact of organizational values on process innovation. Journal of Operations Management, 25(4), 871–884.
   Web of Science ®Google Scholar
• Kierkegaard, S. (1954). Fear and trembling and sickness unto death. ( W. Lowrie, Trans.). Princeton, NJ: Princeton University Press.
   Google Scholar
• Kim, C. W., McInerney, M., & Sikula, A. (2004). A model of reasoned responses: Use of the golden mean and implications for management practice. Journal of Business Ethics, 51(4), 387–395.
   Web of Science ®Google Scholar
• Kim, W. C., & Mauborgne, R. (2005). Blue ocean strategy: How to create uncontested market space and make the competition irrelevant. Boston, MA: Harvard Business School Press.
   Google Scholar
• Klang, D., Wallnoefer, M., & Hacklin, F. (2014). The business model paradox: A systematic review and exploration of antecedents. International Journal of Management Reviews, 16(4), 454–478.
   Web of Science ®Google Scholar
• Klarner, P., & Raisch, S. (2013). Move to the beat: Rhythms of change and firm performance. Academy of Management Journal, 56(1), 160–184.
   Web of Science ®Google Scholar
• Klein, K. J., Ziegert, J. C., Knight, A., & Xiao, Y. (2006). Dynamic delegation: Shared, hierarchical and deindividualized leadership in extreme action teams. Administrative Science Quarterly, 51(4), 590–621.
   Web of Science ®Google Scholar
• Kodama, M. (2003a). Strategic innovation in traditional big business: Case studies of two Japanese companies. Organization Studies, 24(2), 235–268.
   Web of Science ®Google Scholar
• Kodama, M. (2003b). Transforming an old-economy company into a new economy: The case study of a mobile multimedia business in Japan. Technovation, 23(3), 239–250.
   Web of Science ®Google Scholar
• Kogut, B., & Zander, U. (1992). Knowledge of the firm, combinative capabilities, and the replication of technology. Organization Science, 3(3), 383–397.
   Web of Science ®Google Scholar
• Kozinets, R. V. (2002). The field behind the screen: Using netnography for marketing research in online communities. Journal of Marketing Research, 39(1), 61–72.
   Web of Science ®Google Scholar
• Kreiner, G. E., Hollensbe, E., Sheep, M. L., Smith, B. R., & Kataria, N. (2015). Elasticity and the dialectic tensions of organizational identity: How can we hold together while we’re pulling apart? Academy of Management Journal, 58(4), 981–1011.
   Web of Science ®Google Scholar
• Kreiner, K., & Schultz, M. (1993). Informal collaboration in R&D. The formation of networks across organizations. Organization Studies, 14(2), 189–209.
   Web of Science ®Google Scholar
• Krippendorff, K. (2013). Content analysis: An introduction to its methodology (3rd ed.). Los Angeles, CA: SAGE.
   Google Scholar
• Kuhn, T. S. (1962). The structure of scientific revolutions (2nd ed.). Chicago, IL: University of Chicago Press.
   Google Scholar
• Ladge, J. J., Clair, J. A., & Greenberg, D. (2012). Cross-domain identity transition during liminal periods: Constructing multiple selves as professional and mother during pregnancy. Academy of Management Journal, 55(6), 1449–1471.
   Web of Science ®Google Scholar
• Lado, A. A., Boyd, N. G., & Hanlon, S. C. (1997). Competition, cooperation, and the search for economic rents: A syncretic model. Academy of Management Review, 22(1), 110–141.
   Web of Science ®Google Scholar
• Lado, A. A., Boyd, N. G., Wright, P., & Kroll, M. (2006). Paradox and theorizing within the resource-based view. Academy of Management Review, 31(1), 115–131.
   Web of Science ®Google Scholar
• Lado, A. A., Dant, R. R., & Tekleab, A. G. (2008). Trust-opportunism paradox, relationalism, and performance in interfirm relationships: Evidence from the retail industry. Strategic Management Journal, 29(4), 401–423.
   Web of Science ®Google Scholar
• Langley, A. (2007). Process thinking in strategic organization. Strategic Organization, 5(3), 271–282.
   Web of Science ®Google Scholar
• Langley, A., & Sloan, P. (2011). Organizational change and dialectic processes. In D. D. Boje, B. Burnes, & J. Hassard (Eds.), The Routledge companion to organizational change (pp. 261–275). London: Routledge.
   Google Scholar
• Laplume, A. O., Sonpar, K., & Litz, R. A. (2008). Stakeholder theory: Reviewing a theory that moves us. Journal of Management, 34(6), 1152–1189.
   Web of Science ®Google Scholar
• Lavie, D., Stettner, U., & Tushman, M. L. (2010). Exploration and exploitation within and across organizations. Academy of Management Annals, 4(1), 109–155.
   Web of Science ®Google Scholar
• Lawrence, P. R., & Lorsch, J. W. (1967). Organization and environment: Managing differentiation and integration. Boston, MA: Division of Research, Graduate School of Business Administration, Harvard University.
   Google Scholar
• Leonard-Barton, D. (1992). Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management Journal, 13, 111–125.
   Web of Science ®Google Scholar
• Lewis, M. W. (2000). Exploring paradox: Toward a more comprehensive guide. Academy of Management Review, 25(4), 760–776.
   Web of Science ®Google Scholar
• Lewis, M. W., & Grimes, A. J. (1999). Metatriangulation: Building theory from multiple paradigms. Academy of Management Review, 24(4), 672–690.
   Web of Science ®Google Scholar
• Lewis, M. W., & Kelemen, M. L. (2002). Multiparadigm inquiry: Exploring organizational pluralism and paradox. Human Relations, 55(2), 251–275.
   Web of Science ®Google Scholar
• Lewis, M. W., & Smith, W. K. (2014). Paradox as a metatheoretical perspective: Sharpening the focus and widening the scope. Journal of Applied Behavioral Science, 50(2), 127–149.
   Web of Science ®Google Scholar
• Li, P. P. (1998). Towards a geocentric framework of organizational form: A holistic, dynamic and paradoxical approach. Organization Studies, 19(5), 829–861.
   Web of Science ®Google Scholar
• Li, P. P. (2008). Toward a geocentric framework of trust: An application to organizational trust. Management and Organization Review, 4(3), 413–439.
   Web of Science ®Google Scholar
• Li, P. P. (2014). The unique value of yin-yang balancing: A critical response. Management and Organization Review, 10(2), 321–332.
   Web of Science ®Google Scholar
• Li, X. (2014). Can yin-yang guide Chinese indigenous management research? Management and Organization Review, 10(1), 7–27.
   Web of Science ®Google Scholar
• Locke, E. A., & Latham, G. P. (1990). A theory of goal setting & task performance. Englewood Cliffs, NJ: Prentice Hall.
   Google Scholar
• Lu, Y., & Ramamurthy, K. (2011). Understanding the link between information technology capability and organizational agility: An empirical examination. MIS Quarterly, 35(4), 931–954.
   Web of Science ®Google Scholar
• Lüscher, L. S., & Lewis, M. W. (2008). Organizational change and managerial sensemaking: Working through paradox. Academy of Management Journal, 51(2), 221–240.
   Web of Science ®Google Scholar
• Lynn, M. L. (2005). Organizational buffering: Managing boundaries and cores. Organization Studies, 26(1), 37–61.
   Web of Science ®Google Scholar
• March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2, 71–87.
   Web of Science ®Google Scholar
• Margolis, J. D., & Walsh, J. P. (2003). Misery loves companies: Rethinking social initiatives by business. Administrative Science Quarterly, 48(2), 268–305.
   Web of Science ®Google Scholar
• Marquis, C., & Battilana, J. (2009). Acting globally but thinking locally? The enduring influence of local communities on organizations. Research in Organizational Behavior, 29, 283–302.
   Web of Science ®Google Scholar
• Marrone, J. A., Tesluk, P. E., & Carson, J. B. (2007). A multilevel investigation of antecedents and consequences of team member boundary-spanning behavior. Academy of Management Journal, 50(6), 1423–1439.
   Web of Science ®Google Scholar
• McKnight, D. H., Cummings, L. L., & Chervany, N. L. (1998). Initial trust formation in new organizational relationships. Academy of Management Review, 23(3), 473–490.
   Web of Science ®Google Scholar
• Michaud, V. (2014). Mediating the paradoxes of organizational governance through numbers. Organization Studies, 35(1), 75–101.
   Web of Science ®Google Scholar
• Miller, D. (1992). Environmental fit versus internal fit. Organization Science, 3(2), 159–178.
   Web of Science ®Google Scholar
• Miron-Spektor, E., Erez, M., & Naveh, E. (2011). The effect of conformist and attentive-to-detail members on team innovation: Reconciling the innovation paradox. Academy of Management Journal, 54(4), 740–760.
   Web of Science ®Google Scholar
• Miron-Spektor, E., Gino, F., & Argote, L. (2011). Paradoxical frames and creative sparks: Enhancing individual creativity through conflict and integration. Organizational Behavior and Human Decision Processes, 116(2), 229–240.
   Web of Science ®Google Scholar
• Molinsky, A. (2007). Cross-cultural code-switching: The psychological challenges of adapting behavior in foreign cultural interactions. Academy of Management Review, 32(2), 622–640.
   Web of Science ®Google Scholar
• Murnighan, J. K., & Conlon, D. E. (1991). The dynamics of intense work groups: A study of British string-quartets. Administrative Science Quarterly, 36(2), 165–186.
   Web of Science ®Google Scholar
• Murray, J. Y., & Kotabe, M. (1999). Sourcing strategies of U.S. service companies: A modified transaction-cost analysis. Strategic Management Journal, 20(9), 791–809.
   Web of Science ®Google Scholar
• Nemanich, L. A., & Vera, D. (2009). Transformational leadership and ambidexterity in the context of an acquisition. Leadership Quarterly, 20(1), 19–33.
   Web of Science ®Google Scholar
• Nickerson, J. A., & Zenger, T. R. (2002). Being efficiently fickle: A dynamic theory of organizational choice. Organization Science, 13(5), 547–566.
   Web of Science ®Google Scholar
• Nohria, N., & Gulati, R. (1996). Is slack good or bad for innovation? Academy of Management Journal, 39(5), 1245–1264.
   Web of Science ®Google Scholar
• Ofori-Dankwa, J., & Julian, S. D. (2004). Conceptualizing social science paradoxes using the diversity and similarity curves model: Illustrations from the work/play and theory novelty/continuity paradoxes. Human Relations, 57(11), 1449–1477.
   Web of Science ®Google Scholar
• O’Neill, H. M., Pouder, R. W., & Buchholtz, A. K. (1998). Patterns in the diffusion of strategies across organizations: Insights from the innovation diffusion literature. Academy of Management Review, 23(1), 98–114.
   Web of Science ®Google Scholar
• O’Reilly, C. A., & Tushman, M. L. (2008). Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma. Research in Organizational Behavior, 28, 185–206.
   Web of Science ®Google Scholar
• O’Reilly, C. A., & Tushman, M. L. (2013). Organizational ambidexterity: Past, present, and future. Academy of Management Perspectives, 27(4), 324–338.
   Web of Science ®Google Scholar
• Orlikowski, W. J. (1992). The duality of technology: Rethinking the concept of technology in organizations. Organization Science, 3(3), 398–427.
   Web of Science ®Google Scholar
• Orlikowski, W. J., & Robey, D. (1991). Information technology and the structuring of organizations. Information Systems Research, 2(2), 143–169.
   Web of Science ®Google Scholar
• Orlikowski, W. J., & Scott, S. V. (2008). Sociomateriality: Challenging the separation of technology, work and organization. Academy of Management Annals, 2(1), 433–474.
   Web of Science ®Google Scholar
• Orlikowski, W. J., & Scott, S. V. (2015). Exploring material-discursive practices. Journal of Management Studies, 52(5), 697–705.
   Web of Science ®Google Scholar
• Osono, E., Shimizu, N., & Takeuchi, H. (2008). Extreme Toyota: Radical contradictions that drive success at the world’s best manufacturer. Hoboken, NJ: John Wiley.
   Google Scholar
• Pache, A. C., & Santos, F. (2013). Inside the hybrid organization: Selective coupling as a response to competing institutional logics. Academy of Management Journal, 56(4), 972–1001.
   Web of Science ®Google Scholar
• Parmar, B. L., Freeman, R. E., Harrison, J. S., Wicks, A. C., Purnell, L., & de Colle, S. (2010). Stakeholder theory: The state of the art. Academy of Management Annals, 4(1), 403–445.
   Web of Science ®Google Scholar
• Patil, S. V., & Tetlock, P. E. (2014). Punctuated incongruity: A new approach to managing trade-offs between conformity and deviation. Research in Organizational Behavior, 34, 155–171.
   Web of Science ®Google Scholar
• Peng, K., & Nisbett, R. E. (1999). Cultures, dialectics, and reasoning about contradiction. American Psychologist, 54(9), 741–754.
   Web of Science ®Google Scholar
• Pentland, B. T., Hærem, T., & Hillison, D. (2011). The (n)ever-changing world: Stability and change in organizational routines. Organization Science, 22(6), 1369–1383.
   Web of Science ®Google Scholar
• Perretti, F., & Negro, G. (2007). Mixing genres and matching people: A study in innovation and team composition in Hollywood. Journal of Organizational Behavior, 28(5), 563–586.
   Web of Science ®Google Scholar
• Pfeffer, J. (1993). Barriers to the advance of organizational science: Paradigm development as a dependent variable. Academy of Management Review, 18(4), 599–620.
   Web of Science ®Google Scholar
• Pierce, J. R., & Aguinis, H. (2013). The too-much-of-a-good-thing effect in management. Journal of Management, 39(2), 313–338.
   Web of Science ®Google Scholar
• Plato. (trans. 1963). Cratylus. Parmenides. Greater Hippias. Lesser Hippias. ( H. N. Fowler, Trans.). London: Heinemann.
   Google Scholar
• Poole, M. S., & Van de Ven, A. H. (1989). Using paradox to build management and organization theories. Academy of Management Review, 14(4), 562–578.
   Web of Science ®Google Scholar
• Porter, C. O. L. H., Webb, J. W., & Gogus, C. I. (2010). When goal orientations collide: Effects of learning and performance orientation on team adaptability in response to workload imbalance. Journal of Applied Psychology, 95(5), 935–943.
   PubMed Web of Science ®Google Scholar
• Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. New York, NY: Free Press.
   Google Scholar
• Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard Business Review, 89(1–2), 62–77.
   Web of Science ®Google Scholar
• Pratt, M. G., & Foreman, P. O. (2000). Classifying managerial responses to multiple organizational identities. Academy of Management Review, 25(1), 18–42.
   Web of Science ®Google Scholar
• Putnam, L. L. (1986). Contradictions and paradoxes in organizations. In L. Thayer (Ed.), Organization communications: Emerging perspectives (pp. 151–167). Norwood, NJ: Ablex.
   Google Scholar
• Putnam, L. L. (2015). Unpacking the dialectic: Alternative views on the discourse-materiality relationship. Journal of Management Studies, 52(5), 706–716.
   Web of Science ®Google Scholar
• Putnam, L. L., Fairhurst, G. T., Banghart, S. G. (2016). Contradictions, dialectics, and paradoxes in organizations: A constitutive approach. Academy of Management Annals, 10(1). doi:10.1080/19416520.2016.1162421
   Web of Science ®Google Scholar
• Putnam, L. L., Myers, K. K., & Gailliard, B. M. (2014). Examining the tensions in workplace flexibility and exploring options for new directions. Human Relations, 67(4), 413–440.
   Web of Science ®Google Scholar
• Quine, W. V. (1951). Main trends in recent philosophy: Two dogmas of empiricism. The Philosophical Review, 60(1), 20–43.
   Google Scholar
• Quine, W. V. (1962). Paradox. Scientific American, 206(4), 84–96.
   Web of Science ®Google Scholar
• Quinn, R. E., & Cameron, K. S. (Eds.). (1988). Paradox and transformation: Toward a theory of change in organization and management. Cambridge, MA: Ballinger.
   Google Scholar
• Raisch, S., & Birkinshaw, J. (2008). Organizational ambidexterity: Antecedents, outcomes, and moderators. Journal of Management, 34(3), 375–409.
   Web of Science ®Google Scholar
• Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. (2009). Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organization Science, 20(4), 685–695.
   Web of Science ®Google Scholar
• Raisch, S., & Tushman, M. L. (in press). Growing new corporate businesses: From initiation to graduation. Organization Science.
   Web of Science ®Google Scholar
• Ramarajan, L., & Reid, E. (2013). Shattering the myth of separate worlds: Negotiating nonwork identities at work. Academy of Management Review, 38(4), 621–644.
   Web of Science ®Google Scholar
• Rapp, T. L., Bachrach, D. G., Rapp, A. A., & Mullins, R. (2014). The role of team goal monitoring in the curvilinear relationship between team efficacy and team performance. Journal of Applied Psychology, 99(5), 976–987.
   PubMed Web of Science ®Google Scholar
• Rawls, J. (1971). A theory of justice. Cambridge, MA: Belknap Press of Harvard University.
   Google Scholar
• Raza-Ullah, T., Bengtsson, M., & Kock, S. (2014). The coopetition paradox and tension in coopetition at multiple levels. Industrial Marketing Management, 43(2), 189–198.
   Web of Science ®Google Scholar
• Ritzer, G. (1990). Metatheorizing in sociology. Sociological Forum, 5(1), 3–15.
   Web of Science ®Google Scholar
• Ritzer, G. (2001). Explorations in social theory: From metatheorizing to rationalization. London: SAGE.
   Google Scholar
• Robey, D., & Boudreau, M. C. (1999). Accounting for the contradictory organizational consequences of information technology: Theoretical directions and methodological implications. Information Systems Research, 10(2), 167–185.
   Web of Science ®Google Scholar
• Rosing, K., Frese, M., & Bausch, A. (2011). Explaining the heterogeneity of the leadership-innovation relationship: Ambidextrous leadership. Leadership Quarterly, 22(5), 956–974.
   Web of Science ®Google Scholar
• Rosso, B. D. (2014). Creativity and constraints: Exploring the role of constraints in the creative processes of research and development teams. Organization Studies, 35(4), 551–585.
   Web of Science ®Google Scholar
• Rothenberg, A. (1979). The emerging goddess: The creative process in art, science, and other fields. Chicago, IL: University of Chicago Press.
   Google Scholar
• Schepker, D. J., Oh, W. Y., Martynov, A., & Poppo, L. (2014). The many futures of contracts: Moving beyond structure and safeguarding to coordination and adaptation. Journal of Management, 40(1), 193–225.
   Web of Science ®Google Scholar
• Scherer, A. G., Palazzo, G., & Seidl, D. (2013). Managing legitimacy in complex and heterogeneous environments: Sustainable development in a globalized world. Journal of Management Studies, 50(2), 259–284.
   Web of Science ®Google Scholar
• Schmitt, A., & Raisch, S. (2013). Corporate turnarounds: The duality of retrenchment and recovery. Journal of Management Studies, 50(7), 1216–1244.
   Web of Science ®Google Scholar
• Schneider, K. J. (1990). The paradoxical self: Toward an understanding of our contradictory nature. New York, NY: Insight Books.
   Google Scholar
• Schreyögg, G., & Sydow, J. (2010). CROSSROADS—Organizing for fluidity? Dilemmas of new organizational forms. Organization Science, 21(6), 1251–1262.
   Web of Science ®Google Scholar
• Schultz, M., & Hatch, M. J. (1996). Living with multiple paradigms: The case of paradigm interplay in organizational culture studies. Academy of Management Review, 21(2), 529–557.
   Web of Science ®Google Scholar
• Schwandt, D. R. (2005). When managers become philosophers: Integrating learning with sensemaking. Academy of Management Learning & Education, 4(2), 176–192.
   Web of Science ®Google Scholar
• Sewell, G., & Barker, J. R. (2006). Coercion versus care: Using irony to make sense of organizational surveillance. Academy of Management Review, 31(4), 934–961.
   Web of Science ®Google Scholar
• Sewell, W. H. (1989). Some reflections on the golden age of interdisciplinary social psychology. Annual Review of Sociology, 15, 1–17.
   Web of Science ®Google Scholar
• Sillince, J. A. A., & Brown, A. D. (2009). Multiple organizational identities and legitimacy: The rhetoric of police websites. Human Relations, 62(12), 1829–1856.
   Web of Science ®Google Scholar
• Silva, T., Cunha, M. P., Clegg, S. R., Neves, P., Rego, A., & Rodrigues, R. A. (2014). Smells like team spirit: Opening a paradoxical black box. Human Relations, 67(3), 287–310.
   Web of Science ®Google Scholar
• Slawinski, N., & Bansal, P. (2015). Short on time: Intertemporal tensions in business sustainability. Organization Science, 26(2), 531–549.
   Web of Science ®Google Scholar
• Smaling, A. (2005). The Chatton-Ockham strategy; an alternative to the simplicity principle. In D. Aerts, B. D’Hooghe, & N. Note (Eds.), Worldviews, science and us: Redemarcating knowledge and its social and ethical implications (pp. 38–58). Singapore: World Scientific.
   Google Scholar
• Smets, M., Jarzabkowski, P., Burke, G., & Spee, P. (2015). Reinsurance trading in Lloyd’s of London: Balancing conflicting-yet-complementary logics in practice. Academy of Management Journal, 58(3), 932–970.
   Web of Science ®Google Scholar
• Smith, A., & Graetz, F. (2006). Organizing dualities and strategizing for change. Strategic Change, 15(5), 231–239.
   Google Scholar
• Smith, A. D., & Zeithaml, C. (1996). Garbage cans and advancing hypercompetition: The creation and exploitation of new capabilities and strategic flexibility in two regional Bell operating companies. Organization Science, 7(4), 388–399.
   Web of Science ®Google Scholar
• Smith, K. K., & Berg, D. N. (1987). Paradoxes of group life: Understanding conflict, paralysis, and movement in group dynamics. San Francisco, CA: Jossey-Bass.
   Google Scholar
• Smith, W. K. (2014). Dynamic decision making: A model of senior leaders managing strategic paradoxes. Academy of Management Journal, 57(6), 1592–1623.
   Web of Science ®Google Scholar
• Smith, W. K., Besharov, M. L., Wessels, A. K., & Chertok, M. (2012). A paradoxical leadership model for social entrepreneurs: Challenges, leadership skills, and pedagogical tools for managing social and commercial demands. Academy of Management Learning & Education, 11(3), 463–478.
   Web of Science ®Google Scholar
• Smith, W. K., Binns, A., & Tushman, M. L. (2010). Complex business models: Managing strategic paradoxes simultaneously. Long Range Planning, 43(2–3), 448–461.
   Web of Science ®Google Scholar
• Smith, W. K., Gonin, M., & Besharov, M. L. (2013). Managing social-business tensions: A review and research agenda for social enterprises. Business Ethics Quarterly, 23(3), 407–442.
   Web of Science ®Google Scholar
• Smith, W. K., & Lewis, M. W. (2011). Toward a theory of paradox: A dynamic equilibrium model of organizing. Academy of Management Review, 36(2), 381–403.
   Web of Science ®Google Scholar
• Smith, W. K., Lewis, M. W., & Tushman, M. L. (2011). Organizational sustainability: Organization design and senior leadership to enable strategic paradox. In K. Cameron & G. Spreitzer (Eds.), The Oxford handbook of positive organizational scholarship (pp. 798–810). New York, NY: Oxford University Press.
   Google Scholar
• Smith, W. K., & Tushman, M. L. (2005). Managing strategic contradictions: A top management model for managing innovation streams. Organization Science, 16(5), 522–536.
   Web of Science ®Google Scholar
• Sonpar, K., & Golden-Biddle, K. (2008). Using content analysis to elaborate adolescent theories of organization. Organizational Research Methods, 11(4), 795–814.
   Web of Science ®Google Scholar
• Sorensen, R. A. (2003). Brief history of paradox: Philosophy and the labyrinth of the mind. Oxford: Oxford University Press.
   Google Scholar
• Stacey, R. D. (1995). The science of complexity: An alternative perspective for strategic change processes. Strategic Management Journal, 16(6), 477–495.
   Web of Science ®Google Scholar
• Sterman, J. (2000). Business dynamics: Systems thinking and modeling for a complex world. Boston, MA: Irwin/McGraw-Hill.
   Google Scholar
• Suedfeld, P., Tetlock, P., & Streufert, S. (1992). Conceptual/integrative complexity. In C. Smith, J. Atkinson, D. McClelland, & J. Verof (Eds.), Motivation and personality: Handbook of thematic content analysis (pp. 393–400). Cambridge: Cambridge University Press.
   Google Scholar
• Sundaramurthy, C., & Lewis, M. W. (2003). Control and collaboration: Paradoxes of governance. Academy of Management Review, 28(3), 397–415.
   Web of Science ®Google Scholar
• Sutherland, F., & Smith, A. C. T. (2011). Duality theory and the management of the change-stability paradox. Journal of Management & Organization, 17(4), 534–547.
   Web of Science ®Google Scholar
• Sydow, J., Lerch, F., Huxham, C., & Hibbert, P. (2011). A silent cry for leadership: Organizing for leading (in) clusters. Leadership Quarterly, 22(2), 328–343.
   Web of Science ®Google Scholar
• Tenbrunsel, A. E., & Smith-Crowe, K. (2008). Ethical decision making: Where we’ve been and where we’re going. Academy of Management Annals, 2(1), 545–607.
   Web of Science ®Google Scholar
• Thiétart, R. A., & Forgues, B. (1995). Chaos theory and organization. Organization Science, 6(1), 19–31.
   Web of Science ®Google Scholar
• Tilson, D., Lyytinen, K., & Sorensen, C. (2010).Research commentary—Digital infrastructures: The missing IS research agenda. Information Systems Research, 21(4), 748–759.
   Web of Science ®Google Scholar
• Trefalt, Š. (2013). Between you and me: Setting work-nonwork boundaries in the context of workplace relationships. Academy of Management Journal, 56(6), 1802–1829.
   Web of Science ®Google Scholar
• Tsoukas, H., & Chia, R. (2002). On organizational becoming: Rethinking organizational change. Organization Science, 13(5), 567–582.
   Web of Science ®Google Scholar
• Tsoukas, H., & Hatch, M. J. (2001). Complex thinking, complex practice: The case for a narrative approach to organizational complexity. Human Relations, 54(8), 979–1013.
   Web of Science ®Google Scholar
• Tushman, M. L., & O’Reilly, C. A. (1996). Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38(4), 8–30.
   Web of Science ®Google Scholar
• Tushman, M. L., & Romanelli, E. (1985). Organization evolution: A metamorphosis model of convergence and reorientation. Research in Organizational Behavior, 7, 171–222.
   Google Scholar
• Tushman, M. L., Smith, W. K., Wood, R. C., Westerman, G., & O’Reilly, C. (2010). Organizational designs and innovation streams. Industrial and Corporate Change, 19(5), 1331–1366.
   Web of Science ®Google Scholar
• Van Der Vegt, G., & Bunderson, J. S. (2005). Learning and performance in multidisciplinary teams: The importance of collective team identification. Academy of Management Journal, 48(3), 532–547.
   Web of Science ®Google Scholar
• Van Knippenberg, D., & Sitkin, S. B. (2013). A critical assessment of charismatic—transformational leadership research: Back to the drawing board? Academy of Management Annals, 7(1), 1–60.
   Web of Science ®Google Scholar
• Velu, C., & Stiles, P. (2013). Managing decision-making and cannibalization for parallel business models. Long Range Planning, 46(6), 443–458.
   Web of Science ®Google Scholar
• Vince, R., & Broussine, M. (1996). Paradox, defense and attachment: Accessing and working with emotions and relations underlying organizational change. Organization Studies, 17(1), 1–21.
   Web of Science ®Google Scholar
• Vlaar, P. W. L., Van den Bosch, F. A. J., & Volberda, H. W. (2007). Towards a dialectic perspective on formalization in interorganizational relationships: How alliance managers capitalize on the duality inherent in contracts, rules and procedures. Organization Studies, 28(4), 437–466.
   Web of Science ®Google Scholar
• Volberda, H. W. (1996). Toward the flexible form: How to remain vital in hypercompetitive environments. Organization Science, 7(4), 359–374.
   Web of Science ®Google Scholar
• Von Bertalanffy, L. (1972). The history and status of general systems theory. Academy of Management Journal, 15(4), 407–426.
   Web of Science ®Google Scholar
• Voronov, M., & Vince, R. (2012). Integrating emotions into the analysis of institutional work. Academy of Management Review, 37(1), 58–81.
   Web of Science ®Google Scholar
• Voyer, J. J. (1994). Coercive organizational politics and organizational outcomes: An interpretive study. Organization Science, 5(1), 72–85.
   Web of Science ®Google Scholar
• Waldrop, M. M. (1992). Complexity: The emerging science at the edge of order and chaos. New York, NY: Simon & Schuster.
   Google Scholar
• Wang, H. L., & Li, J. T. (2008). Untangling the effects of overexploration and overexploitation on organizational performance: The moderating role of environmental dynamism. Journal of Management, 34(5), 925–951.
   Web of Science ®Google Scholar
• Wareham, J., Fox, P. B., & Cano Giner, J. L. (2014). Technology ecosystem governance. Organization Science, 25(4), 1195–1215.
   Web of Science ®Google Scholar
• Watzlawick, P., Weakland, J. H., & Fisch, R. (1974). Change: Principles of problem formation and problem resolution. New York, NY: Norton.
   Google Scholar
• Weaver, G. R., Trevino, L. K., & Cochran, P. L. (1999). Integrated and decoupled corporate social performance: Management commitments, external pressures, and corporate ethics practices. Academy of Management Journal, 42(5), 539–552.
   Web of Science ®Google Scholar
• Weber, R. P. (1990). Basic content analysis (2nd ed.). Newbury Park, CA: SAGE.
   Google Scholar
• Weick, K., Sutcliffe, K. M., & Obstfeld, D. (1999). Organizing for high reliability: Processes of collective mindfulness. Research in Organizational Behavior, 21, 81–123.
   Web of Science ®Google Scholar
• Westenholz, A. (1993). Paradoxical thinking and change in the frames of reference. Organization Studies, 14(1), 37–58.
   Web of Science ®Google Scholar
• Whittle, A. (2005). Preaching and practising ‘flexibility’: Implications for theories of subjectivity at work. Human Relations, 58(10), 1301–1322.
   Web of Science ®Google Scholar
• Wiener, N. (1948). Cybernetics: Or control and communication in the animal and the machine. Cambridge: MIT Press.
   Google Scholar
• Wilson, J. M., O’Leary, M. B., Metiu, A., & Jett, Q. R. (2008). Perceived proximity in virtual work: Explaining the paradox of far-but-close. Organization Studies, 29(7), 979–1002.
   Web of Science ®Google Scholar
• Wright, R. P., Paroutis, S. E., & Blettner, D. P. (2013). How useful are the strategic tools we teach in business schools? Journal of Management Studies, 50(1), 92–125.
   Web of Science ®Google Scholar
• Yan, A. (1998). Structural stability and reconfiguration of international joint ventures. Journal of International Business Studies, 29(4), 773–795.
   Web of Science ®Google Scholar
• Zhang, Y., Waldman, D., Han, Y., & Li, X. (2015). Paradoxical leader behavior in people management: Antecedents and consequences. Academy of Management Journal, 58(2), 538–566.
   Web of Science ®Google Scholar
• Zilber, T. B. (2002). Institutionalization as an interplay between action, meaning, and actors: The case of a rape crisis center in Israel. Academy of Management Journal, 45(1), 234–254.
   Web of Science ®Google Scholar
• Zimmermann, A., Gomez, P., Probst, G., & Raisch, S. (2014). Creating societal benefits and corporate profits. MIT Sloan Management Review, 55(3), 18–21.
   Web of Science ®Google Scholar
• Zimmermann, A., Raisch, S., & Birkinshaw, J. (2015). How is ambidexterity initiated? The emergent charter definition process. Organization Science, 26(4), 1119–1139.
   Web of Science ®Google Scholar