Understanding pragmatic paradoxes: When contradictions become paralyzing and what to do about it

Pina e Cunha, M; Rego, A; Berti, M; Simpson, AV

Understanding pragmatic paradoxes: When contradictions become paralyzing and what to do about it

Pina e Cunha, M Rego, A Berti, M

Simpson, AV

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Publisher:: ELSEVIER
Publication Type:: Journal Article
Citation:: Business Horizons, 2023, 66, (4), pp. 453-462
Issue Date:: 2023-07-01

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Field	Value	Language
dc.contributor.author	Pina e Cunha, M
dc.contributor.author	Rego, A
dc.contributor.author	Berti, M https://orcid.org/0000-0002-0519-8824
dc.contributor.author	Simpson, AV
dc.date.accessioned	2024-03-12T01:55:47Z
dc.date.available	2024-03-12T01:55:47Z
dc.date.issued	2023-07-01
dc.identifier.citation	Business Horizons, 2023, 66, (4), pp. 453-462
dc.identifier.issn	0007-6813
dc.identifier.issn	1873-6068
dc.identifier.uri	http://hdl.handle.net/10453/176536
dc.description.abstract	Integration of paradoxes (i.e., interdependent yet contradictory tensions such as stability and change, learning and performing, or the individual and the collective) have recently been recognized as sources of synergy and competitive advantage. When adequately navigated, paradoxes may promote innovation, which favors generative complementarities. However, not all paradoxes have such generative effects. Pragmatic paradoxes (i.e., managerially imposed contradictory demands that must be disobeyed to be obeyed) tend to create paralyzing catch-22 situations. Like weeds to a flower, pragmatic paradoxes may also grow alongside the generative type. We explore the conditions in which pragmatic paradoxes become invasive in organizations, identify their main characteristics and symptoms, discuss their roots, and recommend potential approaches to their eradication.
dc.language	English
dc.publisher	ELSEVIER
dc.relation.ispartof	Business Horizons
dc.relation.isbasedon	10.1016/j.bushor.2022.09.004
dc.rights	info:eu-repo/semantics/openAccess
dc.subject	1503 Business and Management, 1505 Marketing
dc.subject.classification	Business & Management
dc.subject.classification	3505 Human resources and industrial relations
dc.subject.classification	3506 Marketing
dc.subject.classification	3507 Strategy, management and organisational behaviour
dc.title	Understanding pragmatic paradoxes: When contradictions become paralyzing and what to do about it
dc.type	Journal Article
utslib.citation.volume	66
utslib.for	1503 Business and Management
utslib.for	1505 Marketing
pubs.organisational-group	University of Technology Sydney
pubs.organisational-group	University of Technology Sydney/Faculty of Business
pubs.organisational-group	University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	open_access	*
dc.date.updated	2024-03-12T01:55:46Z
pubs.issue	4
pubs.publication-status	Published
pubs.volume	66
utslib.citation.issue	4

Abstract:

Integration of paradoxes (i.e., interdependent yet contradictory tensions such as stability and change, learning and performing, or the individual and the collective) have recently been recognized as sources of synergy and competitive advantage. When adequately navigated, paradoxes may promote innovation, which favors generative complementarities. However, not all paradoxes have such generative effects. Pragmatic paradoxes (i.e., managerially imposed contradictory demands that must be disobeyed to be obeyed) tend to create paralyzing catch-22 situations. Like weeds to a flower, pragmatic paradoxes may also grow alongside the generative type. We explore the conditions in which pragmatic paradoxes become invasive in organizations, identify their main characteristics and symptoms, discuss their roots, and recommend potential approaches to their eradication.

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http://hdl.handle.net/10453/176536