Dear Colleagues,Join the community of paradox scholars for a virtual panel (first part) and paper development session (second part) on October 13th, 2021 to support researchers studying power and/or paradox. We will host two separate sessions to allow for attendance from different time zones:09:00-11:00 (GMT+02:00) Amsterdam, Berlin, Bern, Rome, Stockholm, Vienna
Panellists: Marco Berti, Peter Fleming, Natalie Wilmot16:00-18:00 (GMT+02:00) Amsterdam, Berlin, Bern, Rome, Stockholm, Vienna
Panellists: Linda Putnam, Matthias Wenzel, Gail FairhurstEach session will have an expert panel discussion and a PDW session where attendees are invited to join experts to provide feedback on already selected working papers.
We invite the power and/or paradox community to come together and join us for a lively panel, paper discussions, and networking opportunities.
Deadline to register: 12th October 2021
We invite you to submit an extended abstract (750-1000 words) of your research on paradox and power. Selected papers will receive specific feedback from a panel of experienced scholars in paradox and power.
We especially encourage Ph.D. students and junior scholars to join. There are no workshop fees involved. You can upload your extended abstract via the RSVP link below or email it to email@example.com by 15th September 2021.
Deadline to submit abstracts: 15th Sep 2021
RSVP link: https://forms.gle/2QZFbQvYyJTj23XX8
Research on organizational paradoxes has established that actors who deal with paradoxes in a proactive, balancing manner (Lewis, 2000; Smith & Lewis, 2011) achieve better outcomes for themselves, their organizations, and industry environments. Therefore, proactive paradox management, where the tension is accepted and both poles are treated equally, is to be favored over defensive paradox management, where one pole is neglected or the paradox is suppressed as a whole (Jarzabkowski et al., 2013; Jarzabkowski & Lê, 2017).
However, this finding rests largely on the assumption that responsible actors have the agency and freedom to choose proactive paradox management when facing tensions. As organizational settings come with hierarchies and power inequalities (Fleming & Spicer, 2014), recent research on the "dark side" of organizational paradoxes challenges this assumption (Berti & Simpson, 2021). Buyer-supplier relations in global supply chains, employee-supervisor relations, or donor-recipient relations are only a few examples of contexts, where organizational power relations become visible.
This virtual workshop strives to explore the role of power in research on organizational paradoxes.
Katrin Heucher, Erb Institute, University of Michigan
Angela Greco, University of Groningen
Stephanie Schrage, Hamburg University of TechnologyYou can stay up to date with the events, publications and community get togethers by: (1) subscribing to the 'Tensions and Mentions' newsletter: http://leveragingtensions.com/ (scroll to the bottom); (2) following us on Twitter: @paradox_bothand (Paradox Community); (3) joining the paradox theory community group on LinkedIn: www.linkedin.com/groups/4518254