[We’re pleased to welcome author Dr. Holly Patrick of Edinburgh Napier University. She recently published an article in Management Learning entitled "Nested tensions and smoothing tactics: An ethnographic examination of ambidexterity in a theatre," which is currently free to read for a limited time. Below, Dr. Patrick briefly describes her motivations for this research and … Continue reading Studying Creative Workers
[We’re pleased to welcome authors Dr. Radostina K. Purvanova of Drake University and Renata Kenda of Tilburg University. They recently published an article in Group and Organization Management entitled “Paradoxical Virtual Leadership: Reconsidering Virtuality Through a Paradox Lens" which is currently free to read for a limited time. Below, Dr. Purvanova speaks about the motivation and impact … Continue reading Reconsidering Virtuality Through a Paradox Lens
[We’re pleased to welcome Dr. Gail T. Fairhurst of the University of Cincinnati and Linda L. Putnam of the University of California, Santa Barbara. They recently published an article in Organizational Research Methods entitled, "An Integrative Methodology for Organizational Oppositions: Aligning Grounded Theory and Discourse Analysis," which is currently free to read for a limited time. Below, … Continue reading How Should Paradox Be Studied?
Can institutional theorists constitute a society to better the relationship between organizations and the natural environment? What is the current state of the research on carbon disclosure? How have researchers addressed the tensions inherent in corporate sustainability? These topics and more are explored in Organization and Environment's Special Issue entitled "Review of the Literature on … Continue reading Read Organization and Environment’s Special Issue for Free!
Albert Einstein is quoted to have said, "In theory, theory and practice are the same. In practice, they are not.” In their editorial essay "Academics and Practitioners Are Alike and Unlike: The Paradoxes of Academic-Practitioner Relationships" from Journal of Management, Jean Marie Bartunek of Boston College and Sara Lynn Rynes of the University of Iowa discuss the … Continue reading Can We Find the Positive in Academic-Practitioner Tensions?
Part Three: Overcoming the Obstacles Organizational change is a complex process. In working to lead change effectively, managers may face difficult decisions, resistance, or uncertainty about how to move forward. They must be prepared to learn new skills, face paradoxical choices, work with individual behaviors and attitudes, and meet other challenges that may bar the … Continue reading Making Change Happen: Part 3 of 4