...Sorry for cross-posting...
29th EGOS Colloquium
HEC Montréal, July 4-6, 2013
Call for papers
Embracing Paradoxes and Tensions: Implications for Research, Practice and Teaching
Wendy K. Smith (University of Delaware)
Luc K. Audebrand (Université Laval)
Valérie Michaud (Université du Québec à Montréal)
Bridging involves linking otherwise separated elements. Constructing bridges between distinct, potentially contradictory, elements may sometime seem precarious, giddy or vertiginous. In response to such fear, one common reaction is to pick one bank and ignore the opposite. In contrast, aparadox perspective brings together opposing elements and creates bridges across these divides. A paradox perspective suggests that tensions are inherent within organizations and organizing, and that attending to these competing yet interrelated demands simultaneously enables long-run organizational success. Rather than either/or trade-offs, a paradox perspective identifies both/andopportunities.
In the paradox subthemes held at EGOS 2010 (Lisbon) and 2012 (Helsinki), we first "energized", then "explored" tensions and paradoxes. We now feel it is time to "embrace" paradoxes and tensions and to move forward our reflections in the followingthree streams: research, practice and teaching. We thus invite papers that can help us investigate organizational paradoxes in research, practice and teaching through some of the following illustrative questions:
Theory and Research
- What methodological strategies are more or less effective to study competing tensions and paradoxes?-How does a paradox perspective differ from other theories and conceptual framework in organization studies? What are the advantages and disadvantages?
- How can a paradox perspective inform and/or alter other theories?
- What can recent developments in specific disciplines (e.g., HR, finance, operation management, accounting and marketing) can teach us about paradoxes?
Practice and Empirical Issues
- What can we learn from organizations that explicitly embrace tensions and paradoxes, such as social economy organizations, strategic alliances, artistic and other pluralistic/hybrid organizations? What new sites should we explore?
- How do leaders and organizations respond to competing tensions? What leadership characteristics and organizational strategies are more or less effective toattend to contradictory demands?
- How is "performance" defined and measured within a paradox perspective?
- How do paradoxes and tensions relate to innovation, and to social innovation in particular?
Teaching and Learning
- What and why should we teach undergraduate and graduate students about organizational paradoxes and tensions?
- How can teaching about paradoxes and tensions help bridge organizational interests with social and environmental interests?
- What teaching methods (e.g., simulation, dialogue, metaphor) have proven useful to convey the importance of paradoxes and tensions?
- How can we enable on-the-job learning/training about paradoxes and tensions for employees, middle managers and executives?
Deadline for submission of short papers: January 14, 2013
http://www.egosnet.org for more information