Paradoxical Thinking as an Organizational Capability
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2025-07-04
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en
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Abstract
In an increasingly complex society, organizations are often confronted with a variety of
stakeholder interests. Paradoxical thinking offers a way for organizations to address multiple
stakeholder interests simultaneously. Although paradoxical thinking is frequently discussed in
management literature, most research has focused on the individual level. This study provides
empirical insights into what paradoxical thinking as an organizational capability looks like in
practice. Using a multiple case study, the paradoxical thinking capability of seven organizations
were analyzed. Several technical systems, managerial systems, knowledge and skills, and
norms and values were found in these organizations. These four building blocks of the
organizational capability are not standalone elements but are interrelated and collectively form
the capability. The results of this study confirm several characteristics of core capabilities as
described in the literature. Moreover, the study contributes by providing insight into how these
capabilities manifest in practice and how they are used in situations involving conflicting
stakeholder interests. In addition to these theoretical contributions, the empirical findings also
offer practical implications
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Faculteit der Managementwetenschappen