Paradoxical Approach Research Articles

Li-Mediated Electrochemical NH3 Synthesis Utilizing H2o As a Proton Source

Electrochemical ammonia (NH3) synthesis is a promising technology for sustainable NH3 production that does not require H2 extraction from natural gas or coal which results in significant amounts of CO2 emissions. However, in aqueous electrolytes, the kinetics of H2O reduction (or proton coupling) into H2 is much faster than that of N2 reduction, leading to the dominance of the H2 evolution reaction. To address these challenges, the Li-mediated electrochemical N2 reduction reaction (Li-NRR) has been investigated in polar aprotic organic solvents, and a high NH3 production rate and faradaic efficiency (F.E.) have been obtained. Although significant progress has been made in the Li-NRR, the sustainability of the reaction system remains questionable. As an anode reaction, sacrificial oxidation of the THF-based electrolyte is exploited and the electrolyte undergoes oxidative chemical transformations. To prevent electrolyte degradation at the anode, the H2 oxidation reaction has been derived by supplying additional H2. However, such a methodology is a paradoxical approach to the original purpose of electrochemical NH3 synthesis to replace the proton source for NH3 with H2O from H2. Nevertheless, the absence of H2O (or a low concentration of H2O) is a prerequisite for the Li-NRR; thus, attempts to provide H2O as a proton source for NH3 have not yet been made. In this presentation, we show a biphasic hybrid electrolyte system consisting of an organic solvent catholyte and aqueous anolyte to supply the proton from H2O oxidation (O2 evolution reaction) for electrochemical NH3 synthesis. A comparable NH3 production rate and F.E. could be achieved in the hybrid system using H2O as the proton source, similar to those of the conventional one-compartment Li-NRR system. The hybrid electrolyte system maintains ~60% of NH3 F.E. for 50 h without the electrolyte degradations at a current density of −5 mA cm−2. We expect that this hybrid electrolyte system holds the potential to extend the applications of electrochemical conversion reactions beyond the Li-NRR system.

A paradoxical perspective on the time dimension of corporate sustainability: Having both finite and infinite mindsets to play the game

Adopting a paradoxical perspective, we propose that companies need to have both finite and infinite mindsets to play the infinite game of corporate sustainability (CS). The current development of the paradoxical approach to CS focuses primarily on tension management, with limited attention directed to the time dimension and insufficient empirical evidence on how tensions between the present and the future should be dealt with. To bridge this gap, we empirically explore the effect of CS practices, driven by both finite and infinite mindsets, on CS performance. Data collected from a large-scale survey of Chinese automotive manufacturers were analyzed using the Entropy Weight Method (EWM) and Ordinary Least Squares (OLS) regressions. Findings suggest that a time-based paradoxical perspective on CS exists in firms, and they have realized short- and long-term benefits from implementing different types of CS practices. Our findings complement the CS literature on tension management and encourage businesses and policymakers to take a paradoxical approach to CS processes and outcomes.

A paradoxical approach to contradiction, Organizational ambidexterity and leadership

A paradoxical approach to contradiction, Organizational ambidexterity and leadership

Paradoxical safety leadership: Conceptualization and measurement

SummaryManaging workplace safety requires leaders to navigate through competing goals and processes. However, the current conceptualization and measurement of safety leadership do not adequately address this practical reality. To address this issue, we integrate paradox theory and paradoxical leadership research with safety‐management literature to develop the conceptualization and measurement of paradoxical safety leadership (PSL). We define PSL as a multidimensional construct that consists of seemingly contradictory yet interrelated leader behaviors to meet competing goals and demands in safety management. Using a combination of deductive and inductive methods, we identify four behavioral dimensions of PSL: (1) placing an emphasis on both production and safety; (2) enforcing safety compliance while allowing flexibility; (3) bridging upper management safety requirements versus frontline safety needs and requests; and (4) balancing time in the office and the time spent with employees in the field. We then provide evidence that supports the proposed four‐factor structure, reliability, convergent, discriminant, incremental validity, and cross‐cultural invariance of the PSL scale. Our study broadens the understanding of the role of leadership in workplace safety by developing a paradoxical approach to managing safety tensions and providing a measure that has the potential to advance research in both safety and paradox leadership domains.

Firms’ Resilience During Crises as a Function of a Paradoxical Approach to Sustainability Tensions

Firms’ Resilience During Crises as a Function of a Paradoxical Approach to Sustainability Tensions

On the antipodes of love and hate: The conception and measurement of brand polarization

Brand polarization represents a somewhat unorthodox approach to brand management. Rather than foster support and minimise opposition towards a brand, polarization maintains strong emotions at both ends of the spectrum, concurrently attending to the antipodes of brand love and brand hate. Although some emerging insights suggest that this paradoxical approach can effectively support brands, academic research on polarization in marketing is in its infancy. Integrating insight from political science, psychology and marketing, the study develops an enhanced theoretical conception of brand polarization and operationalises it through a multi-step procedure. Specifically, the paper builds on qualitative and quantitative data from six empirical studies in two contexts (UK and Colombia) to offer a 23-item scale for brand polarization. The new concept and the validated scale contribute to branding theory and marketing practice in several important ways.

La gestion paradoxale ou l’art de concilier changements délibérés et changements émergents

<p>The paradoxical approach is attracting increasing attention in management, not least because it seems suited to the turbulent, multidimensional reality of contemporary organizations. Paradox involves the coexistence of apparent contradictions in situations where opposing elements are all important, and choosing between them is not an option (Lewis and Smith, 2023). Consistent with the principles of grounded theorizing methodology, the proposed model is based on the experiences of managers who value their employees' initiative-taking. The simultaneous process of data collection and analysis was based on 21 interviews with managers from five different organizations, 76 hours of observation of management committees and four focus groups. We found that the intention to develop the ability to act (DAA) (i.e. a process that values initiative-taking by focusing on the actualization of skills) can make certain paradoxical tensions salient. More specifically, we have documented four pairs of paradoxical tensions linked to DAA: anticipation/reaction, control/autonomy, collective/individual, and stability/change. In an attempt to understand how managers cope with these tensions, we listed 16 managerial actions grouped on to four axes: alignment, empowerment, buy-in and evolution. In-depth analysis of the four pairs of tensions revealed that each has a deliberate and an emergent pole. The deliberate perspective refers to an articulated intention with a certain level of precision, control mechanisms, and collective agreement, while the emergent perspective is characterized by an absence of prior intention, openness, and responsiveness. Deliberate and emergent poles thus interact to create a constructive tension that makes the organization less vulnerable to extremes (i.e. polarization). We propose that these paradoxical tensions are interdependent, generating a dynamic equilibrium that leads to organizational evolution.</p>

Effectiveness of Paradoxical Couple Therapy on Self-Differentiation and Marital Intimacy in Couples with Marital Conflict

Objective: The aim of this study was to determine the effectiveness of paradoxical couple therapy on self-differentiation, communication beliefs, and marital intimacy in couples experiencing marital conflict. Method: This study employed a quasi-experimental design with a pre-test, post-test, and follow-up, using a control group. The statistical population consisted of all couples with marital conflict in Tehran in 2023. Fourteen couples experiencing marital conflict were selected using a non-random, purposive sampling method, and then, through random assignment, 7 couples were assigned to the experimental group and 7 couples to the control group. The experimental group participated in 8 sessions of paradoxical couple therapy, and after dropouts, 6 participants successfully completed the therapy. The control group received no intervention. To match the number of participants, couples were randomly excluded from the control group to account for dropouts in the experimental group. The study utilized questionnaires measuring self-differentiation, communication beliefs, and marital intimacy. Data were analyzed using repeated measures analysis of variance (ANOVA) and SPSS 22 software. Findings: The findings indicated that there was a significant difference between the post-test mean scores of the experimental and control groups. Paradoxical couple therapy significantly improved self-differentiation (F = 4.93, p = 0.035) and marital intimacy (F = 41.16, p = 0.001). Conclusion: Based on the results of this study, interventions based on the paradoxical approach can effectively improve self-differentiation, communication beliefs, and marital intimacy.

Unleashing the potential of chaos: How music therapists and young people can engage chaos as a resource in short-term music therapy groups

ABSTRACT Introduction Many music therapists propose that chaos, such as destructiveness and disintegration, could thwart music therapy group processes and should be minimised or resolved. From a paradoxical approach, however, chaos is understood as a transformative complement to ordered, formative music therapy experiences. The research in this paper explored how music therapists and adolescents could engage with chaos as a resource in music therapy groups. Method From a paradoxical approach, the music therapist--researcher facilitated two short-term group music therapy processes with nine young South Africans from under-resourced and often violent communities, referred for committing offences. The researcher utilised crystallisation, including constructivist grounded theory, participatory action research, and abduction, to analyse how group members could engage with chaotic group experiences. Findings, constructed through a cyclical process of data collection, analysis, and inclusion of group feedback, are presented in a matrix. Results The matrix shows how groups could utilise chaos to explore multiple possibilities for responding to challenges. They expressed themselves courageously and played unconventional group roles through their musicking and participation. They juggled paradoxical tensions between observational and active, integrative and disintegrative, engagement styles. This supported their transformation in the group, and potentially within the chaotic South African context. Discussion Music therapists can use the matrix to support adolescents in music therapy groups to engage with chaos as a transformative resource. They can accompany young people through offering holding, resources and collaborative support. When it is safe, music therapists may allow or encourage chaos that empowers adolescents to cope with challenges independently.

The contribution of a complex systems-based approach to progressive social resilience.

The use of resilience in social practice has evolved from a theoretical framework at the intersection between individuals and their social ecology. Critics argue this theory still results in policies and practices that are too individualised, with the potential for negative social consequences. This paper further critiques contemporary understanding of resilience theory and its application. It juxtaposes complex systems theory with a social inequalities oriented resilience practice. This provides a paradoxical approach. It is acknowledged that state and public policy decisions and actions can be anti-resilient, undermining community and social resilience that already exists in the form of social relationships, self-organisation and co-production. Nevertheless, collective social resilience also illustrates the potential of local and service user organisations to contribute to an overall transformational change process.

The Principles for (Ir)Responsible Management Education: An exploration of the dynamics of paradox, the hidden curriculum, competencies and symbolization

This article discusses whether, as academics, we are behaving irresponsibly in the manner in which we deliver the much-vaunted Principles for Responsible Management Education. The Principles for Responsible Management Education constitutes an association and ethos which seeks to promote and infuse responsible management education into business schools and organisations. RME seeks to, inter alia, surface and challenge hegemonic neo-liberal and capitalistic meta-narratives with a view to replacing these with more value-driven, ethical, sustainable and corporately socially responsible education in business schools and business. In our article, we propose a more complementary approach – one in which Principles for Responsible Management Education/RME might work in parallel with dominant capitalistic perspectives. We do this by considering the impact of the hidden curriculum, sustainability competencies and related symbolization (through rankings and accreditations) all within the paradox-explanatory framework of organisational ambidexterity. The argument proposes that a paradoxical approach is needed that is aligned with both the capitalist norms of business society and yet, achieves the more socially orientated United Nations Sustainable Development Goals. Business schools and Principles for Responsible Management Education can play an essential role in ensuring this happens. In essence, we hope to provoke thought, change and action towards the achievement of more socially and societally focused United Nations Sustainable Development Goals on which Principles for Responsible Management Education is predicated.

Coopetition, Where Do You Come From? Identification, Categorization, and Configuration of Theoretical Roots of Coopetition

Though being 30 years old, coopetition, is still earning popularity and represents a fresh, beneficial, but paradoxical approach to inter-organizational relations. The increasing interest is gradually filling the pool of coopetition knowledge with new and interesting qualitative findings and quantitative results. Nonetheless, if we search in this pool of empirical evidence, we will not find many theoretical works, especially those devoted to definitions, conceptualization, typology, or recognition of the foundations of coopetition phenomenon. Our reviewing paper taps into these cognitive gaps using the interpretative and descriptive revision of the theoretical underpinnings of coopetition concept. Our literature review reveals 10 main reference theories with the dominant relevance of three ones, namely game theory, resource-based view, and network approach. Identification of the theoretical lenses allowed us to develop two categorizations of theoretical rooting of coopetition. One is based on the approach to reasoning the adoption of coopetition strategy (i.e., economic, organizational, and inter-organizational) and the second considering the function of coopetition theory development (i.e., preparing, encouraging, and managing). Finally, by integrating these categorizations, reinforced by the process view to coopetition phenomenon, this paper offers a comprehensive configuration of theoretical lenses pointing at three sets of theories—construction, development, and maintenance theories—useful when improving coopetition across its life cycle.

Leading Through Tensions: How, Why and When a Paradox Approach Can Help Create a Better World

In this symposium, we will focus on how leaders cope with the competing tensions ubiquitous in organizational life and how paradoxical leadership improves their followers’ willingness and ability to navigate tensions and competing demands. As much as ever, two years into the COVID-19 global pandemic, tensions from contradictory elements are highly salient, posing significant challenges to organizations and their leaders. To cope with increasing uncertainty and change, leaders must inspire optimism while remaining realistic, cultivate psychological closeness despite employees working remotely and balance health and economy related needs. Moreover, leaders influence the way their followers make sense of tensions and manage competing demands. Their navigation and articulation of paradoxes are therefore closely tied to virtuous dynamics. This symposium will present a theoretical paper and four empirical works, all exploring how, why and when a paradox approach is conducive for leaders in volatile times. Adopting a multi-method, multi-level approach, it investigates how leaders experience and communicate paradoxes, as well as develop paradoxical leadership mindsets and abilities. We address the following questions: 1) How do paradoxical leaders influence their followers identity and creativity? 2) How does a paradoxical approach influence leaders’ position in the social network? 3) How should leaders articulate paradoxical messages? and 4) How can leaders cultivate a paradox mindset? Our discussant, Marianne Lewis, will tie together the research and contribute her unique perspective on the implications for paradox theory and leadership, as well as offer future directions for research. Leadership with Agency and Communion: Implications for Shared Leadership Identity Construction Presenter: Jennifer Linda Sparr; U. of Zurich Presenter: Andreas Wihler; U. of Exeter Business School Communicating from a Distance: Construal Level and Leader’s Communication of Paradoxical Tensions Presenter: Matthew Rubin; INSEAD Presenter: Ella Miron-Spektor; INSEAD Presenter: Yair Berson; McMaster U. How Does Paradoxical Leadership Influence Employee Creativity? Control, Uncertainty, and Culture Presenter: Yan Zhang; Peking U. Presenter: Ying Zhang; Peking U. How a Paradox Mindset Influences Leaders’ Role in a Social Network Presenter: Orit Zommer-Balicer; U. of Haifa Presenter: Dana Rachel Vashdi; U. of Haifa The Role of Intercultural Interactions in Stimulating Paradox Mindset Presenter: Rany Salvoldi; Ben Gurion U. Presenter: Dorit Efrat-Treister; Ben Gurion U. of the Negev Presenter: David M. Brock; Ben-Gurion U.

Leveraging the value from digitalization: a business model exploration of new technology-based firms in vertical farming

PurposeThe purpose of this paper is to investigate how new technology-based firms (NTBFs) overcome established notions of scale and scope through business model innovation, leveraging the value from digitalization.Design/methodology/approachThe study adopts an exploratory research design, drawing on a novel data set of 50 publicly available interviews with vertical farming (VF) industry leaders and insiders who represent 36 different organizations from North America and Europe.FindingsThe study develops a framework showing how NTBFs leverage the value from digitalization via a paradoxical approach combining both efficiency and novelty value drivers.Originality/valueThe study extends current theorizing on the desirability of a combined business model approach leveraging both efficiency and novelty from digitalization. Furthermore, the study is among the first to investigate the unique and highly technological context of VF.

Abstract 966: All stressed out: Phenoytpe plasticity and therapy resistance in melanoma

Abstract Metastatic melanoma is an aggressive disease. Despite recent improvements in therapy, drug resistant populations emerge even in drug-sensitive tumors. The ability to adapt to multiple types of stress contributes to tumor progression and therapy resistance. We have found a subset of melanoma cells with high Wnt5A and wild type p53 expression can transition to a slow-cycling state, rendering them resistant to most targeted therapy. Multiple types of stress, including DNA damage, targeted therapy, and aging increase Wnt5A and p53 in these metastatic cells. Inhibiting p53 blocks the slow cycling phenotype and promotes sensitivity to targeted therapy. A single dose of a p53 inhibitor at the commencement of BRAF/MEKi therapy was sufficient to prolong sensitivity to BRAF/MEKi therapy in Yumm1.7 derived tumors grown in aged mice (> 52 weeks). Upon analysis of PDX tumors with WTp53, treated with BRAF/MEKi combination or BRAFi therapy, we observed an increase in p53 positive cells as well as an increase in Wnt5A expression, further linking Wnt5A and p53 with resistance to targeted therapy. These data suggest that melanoma cells require p53 to survive multiple types of stress and that taking the paradoxical approach of inhibiting rather than activating WTp53 may sensitize previously resistant metastatic melanoma cells to therapy by temporarily driving them into a rapidly cycling state. WTp53 is typically thought of as a tumor suppressor due to its ability to regulate cell proliferation, stress response, and cell death. However, in metastatic melanoma cells, p53 promotes the expression of EDIL3, FAP, MMP3, and netrin G1, which are associated with poor prognosis, increased angiogenesis, and metastasis in multiple types of cancer. These data suggest that p53, typically thought of as a tumor suppressor, may be promoting the survival of a subset of highly resistant metastatic cells. Citation Format: Jasmin Giles, Maria Biancaniello, Mitchell Fane, Gretchen Alicea, Andrew Kossenkov, Amanpreet Kaur, Vito Rebecca, Xiaowei Xu, Meenhard Herlyn, Maureen Murphy, Ashani Weeraratna, Marie R. Webster. All stressed out: Phenoytpe plasticity and therapy resistance in melanoma [abstract]. In: Proceedings of the American Association for Cancer Research Annual Meeting 2022; 2022 Apr 8-13. Philadelphia (PA): AACR; Cancer Res 2022;82(12_Suppl):Abstract nr 966.

Taking a paradoxical and physiological approach to Cardona, Madigan, and Sauer-Zavela’s conceptualization of chronic, traumatic invalidation as a primary factor in the relationship between minority stress and disproportionate health burden among sexual and gender minority adults.

Taking a paradoxical and physiological approach to Cardona, Madigan, and Sauer-Zavela’s conceptualization of chronic, traumatic invalidation as a primary factor in the relationship between minority stress and disproportionate health burden among sexual and gender minority adults.

One governance theory to rule them all? The case for a paradoxical approach to co-operative governance

• Co-operative identity calls for appropriate governance theories and practices. • Mainstream governance theories’ premises are at odds with co-operative nature. • A paradox theory perspective reveals several tensions specific to co-operatives. Despite their importance in the global economy, co-operatives are still understudied by governance experts and misunderstood by the general public. However, their purpose, ownership and decision-making and profit-sharing structures make co-operatives very different from their corporate, investor-owned counterparts. This article draws on existing literature to describe the specificities of co-operatives and argues in favour of governance theories and practices appropriate to this organizational model. Based on a member-centred conceptualization of co-operatives – as member-owned, member-controlled and member-benefiting – we highlight seven paradoxes specific to co-operative governance and show the limits of traditional theories and practices in coping with these paradoxes. We argue in favour of implementing governance models that both reinforce the co-operative identity and increase the economic and social benefits of co-operatives.

Experiencing tensions, regulatory focus and employee creativity: the moderating role of hierarchical level

PurposeThis study aims to explore how employees respond to tensions in groups and whether experiencing tensions could spur on their creativity (including radical and incremental creativity). Through integrating the literature on tension and regulatory focus theory, this study develops a model depicting the process from experiencing tensions to creativity via regulatory foci. This study further investigates the moderating effect of employees’ hierarchical level on these processes.Design/methodology/approachA two-wave survey was conducted with a sample of 375 employees in China. MPLUS was used to examine the moderated mediation model.FindingsThe results show that experiencing tensions can simultaneously activate employees’ prevention focus and promotion focus, both of which in turn influence radical and incremental creativity. Specifically, prevention focus mediates the negative relationship between experiencing tensions and the two aforementioned types of creativity, and promotion focus mediates the positive relationship between experiencing tensions and radical creativity. Employees’ hierarchical level significantly buffers the link between experiencing tensions and prevention focus.Practical implicationsOrganizations should optimize their work design to simplify the role demand of employees in the early stages of their careers. Top-tier employees should be encouraged and empowered to think and act with a paradoxical approach, which can drive them to generate more creative outcomes. Besides, when aiming to discover radical ideas, managers should emphatically cultivate employees’ promotion focus.Originality/valueThis study contributes to the literature on tension through revealing and testing the dual paths resulted by employees’ experiencing tensions. It also advances current research by contrasting the effects of experiencing tensions on different types of creativity.

Integrating decision support tools into businesses for sustainable development: A paradoxical approach to address the food waste challenge

AbstractThe food industry is increasingly using decision support tools to address the food loss and waste challenge. Extant food loss and waste tools predominantly focus on environmental metrics and do not sufficiently integrate important social and financial considerations. They have therefore been deemed to lack business readiness. This critical review aims to assess how tools can be integrated within organisations supporting the progress towards sustainability and what tensions are inherent in preventing and reducing food loss and waste (FLW). This review extends paradox theory by adding the dimensions of FLW and tools to previous research on paradoxes and sustainable development. The significance of the review is creating an opportunity for scholars and practitioners to rethink current business practices as necessary for addressing sustainability challenges. The review contributes to previous research in FLW‐reducing tools within the context of business responses to sustainability issues. The findings show the role of leadership in promoting participation and collaboration for positive environmental outcomes. These findings offer three practical recommendations for businesses: (1) simple yet comprehensive tools tailored to business needs can enhance decisions, (2) a paradoxical approach for considering food supply chain demands and (3) leaders should encourage individuals and teams to learn and collaborate for business success.

Rethinking Organizations and Society from Paradoxes

Abstract The theory of organizational paradoxes provides a lens for observing organizations and society, based on the role of tensions and contradictions. Taking the existence of opposing forces as inherent in pluralistic collectives such as complex organizations, paradox theory offers a conceptual angle with unique advantages. In this article, ways of rethinking organizations and society are discussed, based on the generative possibilities of paradoxes. The text addresses the way paradoxes operate at different levels and how they are felt by individuals, teams, organizations, inter-organizational systems and society as a whole. It also discusses how the paradoxical approach can inform the debate in four important areas for rethinking organizations and society: the relationship between business and society, sustainable development goals, the new space and democracy.