Paradoxical Theorizing: A multimodal approach to generate new theory

Keller, J; Berti, M; Smith, W

Paradoxical Theorizing: A multimodal approach to generate new theory

Keller, J Berti, M

Smith, W

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Publisher:: SAGE PUBLICATIONS INC
Publication Type:: Journal Article
Citation:: Organization Theory, 2025, 6, (2)
Issue Date:: 2025-04-01

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Field	Value	Language
dc.contributor.author	Keller, J
dc.contributor.author	Berti, M https://orcid.org/0000-0002-0519-8824
dc.contributor.author	Smith, W
dc.date.accessioned	2026-08-03T04:49:09Z
dc.date.available	2026-08-03T04:49:09Z
dc.date.issued	2025-04-01
dc.identifier.citation	Organization Theory, 2025, 6, (2)
dc.identifier.issn	2631-7877
dc.identifier.issn	2631-7877
dc.identifier.uri	http://hdl.handle.net/10453/195895
dc.description.abstract	Over three decades ago, Marshall Scott Poole and Andrew Van de Ven proposed using paradoxes to develop more rigorous and robust organizational theories. We reignite their efforts while offering two important advances. First, we introduce to their initial ideas the expanding paradox literature to suggest how scholars can generate creative theories by surfacing and engaging tensions. We label this process paradoxical theorizing, which we define as a set of practices leveraging interdependent contradictions to generate new theory. Second, recognizing that extant theorizing emphasizes cognitive analysis and formal reasoning, we seek to expand this approach by unpacking four modalities of paradoxical theorizing and identifying the embedded tensions within each modality. We contribute to organizational theory by explicating a process and modalities that draw on tensions to generate more creative theories.
dc.language	English
dc.publisher	SAGE PUBLICATIONS INC
dc.relation	Fundação para a Ciência e TecnologiaUID/ECO/00124/2019
dc.relation	Fundação para a Ciência e TecnologiaUIDB/00124/2020
dc.relation.ispartof	Organization Theory
dc.relation.isbasedon	10.1177/26317877251351642
dc.rights	info:eu-repo/semantics/openAccess
dc.subject.classification	3507 Strategy, management and organisational behaviour
dc.title	Paradoxical Theorizing: A multimodal approach to generate new theory
dc.type	Journal Article
utslib.citation.volume	6
pubs.organisational-group	University of Technology Sydney
pubs.organisational-group	University of Technology Sydney/Business School
pubs.organisational-group	University of Technology Sydney/Business School/School of Management
utslib.copyright.status	open_access	*
dc.rights.license	This work is licensed under a Creative Commons Attribution 4.0 International License (CC BY 4.0). To view a copy of this license, visit https://creativecommons.org/licenses/by/4.0/
dc.date.updated	2026-08-03T04:49:07Z
pubs.issue	2
pubs.publication-status	Published
pubs.volume	6
utslib.citation.issue	2

Abstract:

Over three decades ago, Marshall Scott Poole and Andrew Van de Ven proposed using paradoxes to develop more rigorous and robust organizational theories. We reignite their efforts while offering two important advances. First, we introduce to their initial ideas the expanding paradox literature to suggest how scholars can generate creative theories by surfacing and engaging tensions. We label this process paradoxical theorizing, which we define as a set of practices leveraging interdependent contradictions to generate new theory. Second, recognizing that extant theorizing emphasizes cognitive analysis and formal reasoning, we seek to expand this approach by unpacking four modalities of paradoxical theorizing and identifying the embedded tensions within each modality. We contribute to organizational theory by explicating a process and modalities that draw on tensions to generate more creative theories.

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http://hdl.handle.net/10453/195895