Paradoxical goals, such as demands in industrial R&D for exploratory learning and short-term business performance, may foster synergistic possibilities, but also surface tensions that can paralyse actors. Defensive responses can trigger vicious cycles, where over-focusing on one goal provides actors with temporary comfort, but intensifies the pull from the neglected goal. Paradox studies identify typical initiators of vicious cycles and have started to unpack managerial interventions to reverse into virtuous dynamics. Yet, we still know little about how dysfunctional dynamics drive persisting vicious cycles. Our in-depth longitudinal qualitative case study of an ICT corporate research lab reveals multifaceted and nested dysfunctional dynamics at the heart of persisting vicious cycles. Our study makes three interconnected contributions to the paradox literature. First, while extant studies suggest that managerial interventions can enable organizations to reverse vicious into virtuous cycles, our findings show that interventions may backfire and instead re-fuel dysfunctional dynamics. Particularly when paradoxical goals are almost impossible to attain in practice, managerial interventions that treat the symptoms of over-focusing on one goal instead of addressing the impossibility of the task, can feed dysfunctional dynamics. Second, our process model shows how defensive responses are continually 'becoming'. Unpacking the shifting nature of defensive responses introduces granularity into current conceptualizations of paradox dynamics but also enriches our understanding of how the management of paradoxes may sometimes feature as an impossible task. Third, our model shows how dysfunctional dynamics are nested across organizational levels. Extending current insights on paradox nestedness, we show that persisting vicious cycles are fuelled by the interlocking effects of senior management interventions to restore dynamic equilibrium and counter-balancing defensive responses at lower organizational levels. We stress the key role of middle managers in contextualizing paradoxical demands into concrete everyday activities that employees can comprehend, while attending to employees' concerns.

Research is a paradoxical process. Scholars confront conflicting yet interwoven pressures, considering methodologies that engage complexity and simplicity, induction and deduction, novelty and continuity, and more. Paradox theory offers insights that embrace such tensions, providing empirical examples that harness creative friction to foster more novel and useful, rigorous, and relevant research. Leveraging this lens, we open a conversation on research tensions, developing the foundations of a Paradox Approach to Methods applicable to organization studies more broadly. To do so, we first identify tensions raised at six methodological decision points: research scope, construct definition, underlying assumptions, data collection, data analysis, and interpretation. Second, we build on paradox theory to identify navigating practices: accepting, differentiating, integrating, and knotting. By doing so, we contribute to organizational research broadly by embracing methods of tensions to advance scholarly insight.

Front-end new product development (NPD) is fraught with tensions that fuel and inhibit innovation. According to paradox theory, tensions pose a double-edged sword, sparking learning and creativity or anxiety and counterproductive responses. NPD teams' shared understandingshow they think about (cognition) and approach (motivation) tensionsturn the sword. Existing literature examines innovation tensions and their management. Yet scholars call for deeper dives, seeking research that unpacks cognitive and motivational drivers underlying how NPD teams cope with tensions. This paper responds, presenting a four-year inductive study of five NPD consultancies. Across cases, findings explicate the roles of paradoxical cognitive frames and regulatory motivational focus. Across firms, the front-end NPD teams framed tensions paradoxically. Three framesguided freefall, benevolent dictatorship, and cohesive diversityhelped teams develop shared understandings of tensions as paradoxical, posing competing yet interdependent demands. Teams varied, however, in their regulatory focus, influencing how they applied the frames to approach tensions. In the most innovative case, teams applied a promotion focus, energized to explore tensions in search of more creative alternatives and synergies. In less innovative cases, teams applied a prevention focus, motivated to avoid risk and loss. Together, paradoxical frames and regulatory focus shaped teams' coping behaviors and resulting innovation. Resulting theory posits the interplay among cognitive, motivational, and behavioral drivers of innovation. Results offer three contributions. First, this study extends understanding of antecedents to team innovation and front-end NPD. Second, findings deepen insights into team cognition and paradoxical frames. Last, the theoretical framework explicates how cognitive-motivational interactions enable coping behaviors that foster innovation. The conclusion poses managerial and research implications. Building from paradox theory this study suggests means to foster shared paradoxical frames and promotion focus in NPD teams. Further, study limitations highlight opportunities to extend its generalizability and elaborate underlying drivers of innovation.

We investigate the organizational dysfunctions that can interfere with the implementation of structural ambidexterity as a dynamic capability. We find that these dysfunctions give rise to competency traps characterized by interlinked cognitive, organizational and behavioral dimensions, that can severely compromise structural ambidexterity. Further, from the perspective of network ambidexterity, we also find that the inventions of the explorative unit can be treated as external to the focal organization, mirroring the dynamics of portfolio resources found in the context of strategic alliances. Our findings extend understanding of organizational ambidexterity as a dynamic capability, in particular how competency traps can severely compromise ambidexterity; and how network-like effects can adversely shape intra-firm dynamics.

Despite growing scholarly interest in paradoxes, there is still a lack of literature expressly engaging with the methodological mechanics of “doing” paradox research. First, there are no clearly established guidelines around what should count as paradox in research endeavours. Second, there is uncertainty around who sees/thinks/experiences the paradox and what is relevant when it comes to the emergence, choice, interpretation, and appropriation of paradoxes in empirical settings. Third, there is still confusion around where one can find evidence of paradoxes. This chapter aims to shed some light on these methodological shortcomings. It suggests that paradox researchers can deal with these methodological challenges by: 1) showing evidence of contradictory, interrelated, simultaneous, and persistent paradoxical tensions in the empirical setting, 2) developing reliable and flexible protocols for paradox identification, 3) pushing for multilevel paradox studies, 4) practicing reflexivity, 5) staying close to the context, and 6) leveraging multi-modality.

Place branding scholars and practitioners have increasingly highlighted the influence that corporate image can exert on the image of the country of origin (COI). Yet, there is remarkably little theoretical and empirical research on this influence. Filling this gap is important in relation to both theory and practice. The aim of the proposed study is to measure the influence of the image of Spanish corporate brands on the image that British people have of Spain. The three specific objectives of our research are as follows: (1) to analyse whether corporate image affects COI; (2) to examine the influence of corporate image- (net valence, consistency, corporate brand image strength and corporate brand image stature) and corporate-related factors (number of corporate brands and accessibility) on COI; and (3) to investigate the moderating effects of corporate familiarity, business familiarity and consumer ethnocentrism on the influence of corporate image- and corporate-related factors on COI. This study is based on empirical evidence provided by undertaking a face-to-face survey of 300 British people aged 18 and over living in London or Greater London, selected using a multi-stage area sampling technique. Findings reveal (1) the statistically significant impact of corporate image on two dimensions of COI (political beliefs and positive affect); (2) that corporate image- and corporate-related factors explain over 10 per cent of variance in the affective dimensions of COI and a relatively small proportion of variance in the cognitive dimensions of COI; and (3) that business familiarity is the moderator that has the most significant effect on the influence of corporate image- and corporate-related factors on COI, followed by consumer ethnocentrism and country familiarity. This study extends the place branding literature by proposing a conceptual framework that attempts to open the black box of a long-neglected element of the relationship between corporate image and COI. Furthermore, this is the first study that empirically tests the influence of corporate image on COI.

Organizations are rife with paradoxes. Contradictory and interdependent tensions emerge from and within multiple levels, including individual interactions, group dynamics, organizational strategies, and the broader institutional context. Examples abound such as those between stability and change, empowerment and alienation, flexibility and control, diversity and inclusion, exploration and exploitation, social and commercial, competition and collaboration, learning and performing. These examples accentuate the distinctions between concepts, positing their potential opposition; either A or B. Yet the social world is pluralistic, and comprises multiple, interwoven tensions, in which the relationship between A and B persists in a dynamic, ever-changing relationship. In the last thirty years, the depth and breadth of paradox studies in organizational theory has grown exponentially, surfacing new insights and applications while challenging foundational ideas, and raising questions around definitions, overlapping lenses, and varied research and managerial approaches. In this book, renowned organizational scholars draw from diverse lenses, theories, and empirics to depict paradox within organizational studies and provide a range of lenses and tools with which to understand and conduct research into such phenomena. In doing so, we hope these chapters re-energize continued insight on organizational paradox, plurality, tensions, and contractions.

Organizational ambidexterity has garnered a great deal of interest among strategy and management researchers. The metaphor of ambidexterity has been used to describe how organizations simultaneously exploit existing competencies while exploring new opportunities. This duality creates a number of tensions and paradoxes. Extant research on ambidexterity argues that these can be resolved through careful management of an organization’s structure or culture. While the shortcomings of structural and contextual approaches in achieving ambidexterity have been recognized, ambidexterity is still conceptualized as a managerial issue and treated as a static phenomenon, with little or no influence from individuals and groups, or the external environment. We propose a multi-level processual model, which integrates micro, meso and macro levels of analysis and re-frames ambidexterity as a dynamic process. Focusing on multiple levels, we portray ambidexterity as a dynamic process that is not only created and sustained by managers, but also from ‘the ground up’. Our model highlights the interplay between complex hybrid organizational and institutional logics, and how social actors use, and influence, these logics in ambidextrous practices. Understanding ambidexterity as a fluid multi-level process allows researchers to assess the ways multiple social actors work to influence, shape and challenge ambidextrous structures and systems.

Strategic agility evokes contradictions, such as stability-flexibility, commitment-change, and established routinesnovel approaches. These competing demands pose challenges that require paradoxical leadership—practices seeking creative, both/and solutions that can enable fast-paced, adaptable decision making. Why is managing paradox critical to strategic agility? And which practices enable leaders to effectively manage tensions? This article describes the paradoxical nature of strategic agility. Drawing from data from five firms, Astro Studios, Digital Divide Data, IBM Global Services Canada, Lego, and Unilever, it proposes leadership practices to effectively respond to these challenges. (

Although the impact of ICT-enabled information on firm performance has been well documented in the business value of IT literature, our understanding of how Global Positioning System (GPS) adoption can transform operational decision making and foster differential firm performance is limited. In response, we conduct an exploratory comparative case study of three transport firms that have implemented the same GPS during the same year in their operations. Our results highlight that increased use of GPS-enabled information can enhance information quality and make operational decision making more fact-based and collaborative. We also find that such transformations in operational decision making, driven by increased use of GPS-enabled information, can foster differential performance impacts. However, we warn scholars and practitioners that a firm's information management capability (in terms of availability of quality information in decision making, software tools for connectivity and access to information, IT systems integration post-GPS adoption and adaptability of the infrastructure to emerging business needs) and organizational factors (such as top management support, project management of GPS implementation, financial support, end-user involvement, rewarding, training and employee resistance) can facilitate (or inhibit) effective use of GPS-enabled information in operational decision making, and thus moderate differential performance benefits of GPS adoption.

Strategic agility evokes contradictions, such as stability-flexibility, commitment-change, and established routines-novel approaches. These competing demands pose challenges that require paradoxical leadership practices seeking creative, both/and solutions that can enable fast-paced, adaptable decision making. Why is managing paradox critical to strategic agility? And which practices enable leaders to effectively manage tensions? This article describes the paradoxical nature of strategic agility. Drawing from data from five firms, Astro Studios, Digital Divide Data, IBM Global Services Canada, Lego, and Unilever it proposes leadership practices to effectively respond to these challenges.

Purpose – The authors seek to show the extent and nature of qualitative research in international marketing in IMR (International Marketing Review) and then aim to understand and explain developments in this area. They explore the global coverage of extant qualitative work in IMR and reflect on the thematic focus, theoretical purpose, research design and transparency of methods prevailing in these studies. Design/methodology/approach – The authors identify and content-analyze 79 qualitative international marketing-focused articles published in IMR from 1990 to 2010. Findings – The analysis revealed several areas that can assist researchers in identifying gaps to be filled by future qualitative international marketing studies. These include: global coverage needs to be further developed; an increase in the number of comparative studies, yet insights from three or more countries remain scarce; extant qualitative studies seem to explore ten key themes; there is a growing trend in theory elaboration studies; interviews are still the most popular data collection method, yet the repertoire of methods is expanding; there is an upward trend in higher transparency in the description of data collection and analysis, but this needs further development. Originality/value – The paper fosters the development of qualitative research in international marketing by: highlighting the value of qualitative research for advancing theory in this field; inspiring international marketing scholars to learn more about qualitative methods; and offering guidelines to researchers that seek to advance this field.

This study emphasizes the concept of variform universality and considers whether colonialism may be one of the cultural drivers of such divergence. We use a well-established methodology to explore the personal entrepreneurial networks of Cypriots with those of their Greek and English counterparts. We suggest that entrepreneurial networking exhibits variform universality, whereby patterns evident across nations are moderated by culture. We conclude by relating these tentative findings to other work suggesting that power-related phenomena may be important in shaping variform universality in entrepreneurial networks. We recommend post-colonial theory as a promising path to explore these in-between social spaces where the entrepreneurship of the dominated is enacted.

Purpose - This paper aims to explore three central tensions in the debate on corporate branding. Is a normative or a social constructionist approach more appropriate in conceptualising and managing corporate brands? Should the focus be on the organizational or the individual level? Must organizations take a static (focusing on continuity) or a more dynamic (focusing on change) perspective on corporate branding?Design/methodology/approach - This is a conceptual paper based on a critical review of relevant literature and the papers included in this special issue.Findings - Avenues for future research in corporate branding are highlighted.Originality/value - Several issues fundamental to the corporate branding debate remain controversial. This paper sheds light on three key tensions in managing corporate brands and shapes the research agenda for future studies.

The authors examine the link between creativity and entrepreneurial intention in young people and the roles that family and education may play in encouraging this link. The results from a survey of 180 undergraduate business school students show that the more creative young people consider themselves to be, the higher are their entrepreneurial intentions. Students' creativity also fully mediates the effect of family support for creativity on their entrepreneurial intention. Support for creativity in the university is found to have no effect on their creativity or on their entrepreneurial intention. Entrepreneurship course attendance moderates the effect of individual creativity on entrepreneurial intention.

Place branding scholars and practitioners increasingly highlight the influence that corporate image can exert on country image. Yet, there is remarkably little academic research on this image transfer. In this qualitative study, we identify factors that influence the transfer of associations from corporate images to country images through 13 in-depth interviews with place branding experts. Findings reveal six consumer-related (awareness of the corporate brand's country of origin; power of the corporate image; strength of the corporate brand–country association; brand image fit; brand image misfit; strength of industry–country association) and four company-related (extent to which the company plays up or down its country of origin; the company's international and market visibility; number of corporate brands operating in the market) factors that influence this image transfer. Our contribution to the place branding literature is 10 research propositions on the influence that these factors pose in the transfer of associations from corporate brands to countries. We provide country branding managers with guidelines in selecting corporate brands for country branding campaigns and discuss suggestions for future research.

Purpose The aim of this paper is to examine the influence of corporate image on shaping the image of its country of origin (hereafter country image). Design/methodology/approach The authors develop a conceptual framework and a series of propositions, grounded on previous studies on country of origin (COO), image transfer, corporate and place branding. Findings The framework proposes that the influence of corporate image on country image can be moderated by four individual (country familiarity, corporate familiarity, brand image fit and corporate brand category‐country brand image fit) and two corporate level variables (international visibility and market visibility). Research limitations/implications A series of propositions is offered that aims to stimulate empirical research in this topical subject. Originality/value Despite increasing acknowledgement of the influence that the image of corporations may exert on the image of their COO, this relationship has been under‐researched. This paper draws insights from theoretical and empirical studies to shed some light on this area. A framework is presented which transcends previous corporate image formation models by looking at the other way of the relationship between corporate image and country image.