Experiencing and Navigating Paradoxical Tensions in Organizations for Creativity and Innovation
Project Description
Paradox research shows how embracing organizational paradoxes – defined as persistent contradictions between interdependent elements (Smith & Lewis, 2011) – can help organizations navigate today’s complex world (Putnam et al., 2016). Scholars find that organizations and their members can draw on paradox to inspire creativity and innovation by, for example, simultaneously exploring and exploiting (Andriopoulos & Lewis, 2009), or pursuing social and commercial goals (Hahn et al., 2018). Embracing paradox enables leaders and organizational members to develop creative both/and solutions for organizational tensions and increase strategic agility (Lewis et al., 2014). Additionally, studies indicate that paradoxical frames aid in navigating the inherent tensions associated with creative processes (Andriopoulos, 2003; Miron-Spektor & Erez, 2017) and boost individual creativity (Miron-Spektor et al., 2011). By being able to adopt a paradoxical frame, individuals may also be empowered to craft innovative both/and solutions for paradoxical
tensions in organizations (Lewis et al., 2014).
Accordingly, the sub-projects of this research project aim to: (1) review the literature on how and under what conditions leaders adopt paradoxical thinking and develop both/and strategies when facing paradoxical challenges; (2a) conceptualize how individuals and collectives may adopt a paradoxical frame depending on situational dynamics embedded in culture; (2b) explore how culture, as a meta-paradox, can act as an enabler or constraint in navigating organizational paradoxes; and (3) investigate what paradoxical management approaches may enhance efficiency for both radical and incremental innovation.
tensions in organizations (Lewis et al., 2014).
Accordingly, the sub-projects of this research project aim to: (1) review the literature on how and under what conditions leaders adopt paradoxical thinking and develop both/and strategies when facing paradoxical challenges; (2a) conceptualize how individuals and collectives may adopt a paradoxical frame depending on situational dynamics embedded in culture; (2b) explore how culture, as a meta-paradox, can act as an enabler or constraint in navigating organizational paradoxes; and (3) investigate what paradoxical management approaches may enhance efficiency for both radical and incremental innovation.
Relevance to Liechtenstein
The research project is highly relevant for Liechtenstein and the Alpenrhein region, particularly due to its practical implications for local industrial companies, start-ups, and economic development in general. By participating in the international scientific discourse on paradoxical leadership and paradoxical mindset, the project offers the opportunity to share the latest insights through knowledge exchange with local businesses.
Liechtenstein is known for its robust economy as well as its creative and innovative industries.
Therefore, a deeper understanding of paradoxical leadership and paradoxical mindset, as well as their successful implementation, is of great importance. For example, improving innovation efficiency is of central interest to companies. Moreover, there are other paradoxical tensions, such as the simultaneous pursuit of social and commercial goals, which leaders and employees can address more sustainably and efficiently through creative "both/and" solutions.
Sub-project 1 examines how leaders can deal with paradoxical tensions and develop creative "both/and" solutions. The insights gained can be applied across companies to foster creativity and innovation in the country. Sub-project 2 analyzes the individual skills needed to develop a paradoxical mindset and effectively deal with paradoxical tensions. These insights can help companies work specifically on fostering paradoxical thinking among employees to successfully tackle future challenges.
Sub-project 3 focuses on the balance between exploitation and exploration, investigating how companies can optimize their existing capabilities while fostering new ideas and innovations. This balance is particularly important for small and medium-sized enterprises (SMEs), which dominate the region and need to remain competitive on the global market. By analyzing companies in the region, this sub-project aims to identify best practices and strategies that can be tailored to the specific needs of the Liechtens
Liechtenstein is known for its robust economy as well as its creative and innovative industries.
Therefore, a deeper understanding of paradoxical leadership and paradoxical mindset, as well as their successful implementation, is of great importance. For example, improving innovation efficiency is of central interest to companies. Moreover, there are other paradoxical tensions, such as the simultaneous pursuit of social and commercial goals, which leaders and employees can address more sustainably and efficiently through creative "both/and" solutions.
Sub-project 1 examines how leaders can deal with paradoxical tensions and develop creative "both/and" solutions. The insights gained can be applied across companies to foster creativity and innovation in the country. Sub-project 2 analyzes the individual skills needed to develop a paradoxical mindset and effectively deal with paradoxical tensions. These insights can help companies work specifically on fostering paradoxical thinking among employees to successfully tackle future challenges.
Sub-project 3 focuses on the balance between exploitation and exploration, investigating how companies can optimize their existing capabilities while fostering new ideas and innovations. This balance is particularly important for small and medium-sized enterprises (SMEs), which dominate the region and need to remain competitive on the global market. By analyzing companies in the region, this sub-project aims to identify best practices and strategies that can be tailored to the specific needs of the Liechtens
