Organizational paradoxes: dynamic shifting and integrative management

Abstract

PurposeThe primary purpose of this paper is to demonstrate the importance of viewing paradoxes, which are commonly‐accepted logical perspectives that appear contradictory, as being useful for organizational learning and to show why organizational paradoxes need to be managed integratively.Design/methodology/approachThe cultural industries (those that promote art, music and entertainment) are used as a backdrop for developing propositions that explain the benefits of dynamically shifting between poles of a paradox and the relationship between elements of managing multiple paradoxes integratively and organizational outcomes.FindingsIt is expected that organizations which move between the poles of paradoxes are more likely to increase organizational knowledge about their capabilities and to enhance their ability to deal with paradoxes.Research limitations/implicationsOrganizational researchers should consider identifying the direction and rate of movement along the poles of paradoxes by organizations when studying the appropriateness of various organizational methods for achieving outcomes such as growth or performance. Future research should examine a larger variety of paradoxes in order to increase understanding of the appropriateness of their integrative management.Practical implicationsManagers should become familiar with the speed and direction of movement (organizational change) between the poles of organizational paradoxes before making operational and strategic decisions. In addition, managers should be cognizant of the variety of paradoxes present in their organization and of the need for their integrative management.Originality/valueThe paper describes how movement along the poles of organizational paradox enhances organizational learning, as well as the importance of managing organizational paradoxes integratively.