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 to attend 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?
Team of Convenors
Wendy K. Smith (smithw@udel.edu)
Associate professor of management in the Lerner College of Business and Economics at the University of Delaware.
Luc K. Audebrand (luc.audebrand@fsa.ulaval.ca)
Assistant professor in the Faculty of Administration at Université Laval.
Valérie Michaud (michaud.valerie@uqam.ca)
Assistant professor at ESG UQAM.