Relevant bibliographies by topics / Paradox mindset

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Paradox mindset'

Author: Grafiati
Published: 11 December 2022
Last updated: 19 July 2025

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Journal articles on the topic "Paradox mindset"

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Liu, Yanjun, Shiyong Xu, and Bainan Zhang. "Thriving at Work: How a Paradox Mindset Influences Innovative Work Behavior." Journal of Applied Behavioral Science 56, no. 3 (2019): 347–66. http://dx.doi.org/10.1177/0021886319888267.

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A paradox mindset indicates the extent to which individuals embrace and are energized by tensions. The adoption of a paradox mindset can help people leverage tensions and produce creative outputs. We propose a multilevel model based on self-determination theory that examines the effects of a paradox mindset on individuals’ innovative work behavior. We use data collected at two points in time from 369 employees in 90 teams; the multilevel data analysis shows that employees’ paradox mindset has a positive influence on their innovative behaviors via thriving at work. In addition, the cross-level moderated mediation results demonstrate that leaders’ paradox mindset strengthens the relationship between employees’ paradox mindset and thriving at work; also, it is positively associated with employees’ innovative work behavior. This study contributes to the literature on individuals’ approaches to paradoxes illustrating the psychological process from a paradox mindset to employees’ innovative work behavior.
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van Assen, Marcel F., and Marjolein C. J. Caniëls. "Economic and social LMX and innovative work behaviour: the moderating effect of paradox mindset." European Journal of Innovation Management 25, no. 6 (2022): 1057–75. http://dx.doi.org/10.1108/ejim-05-2022-0234.

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PurposeIn this study the authors investigate the relationship of both social (SLMX) and economic (ELMX) leader–member exchange with innovative work behaviour (IWB) and the potential moderating effect of having a paradox mindset. A paradox mindset facilitates the recognition of tensions and the integration of competing demands and goals, which may fuel IWB.Design/methodology/approachAt two points in time the authors gathered survey data from employees working in the mid and back office of a Dutch bank.FindingsSLMX associates with innovative behaviour, whilst ELMX does not. However, when paradox mindset is included as a moderator, the authors find negative interaction effects of paradox mindset with both ELMX and SLMX.Practical implicationsThe findings indicate that management should be aware of the impact that having a paradox mindset has on the innovative work behaviour of employees. Managers are well advised to assess the extent to which an employee entertains a paradox mindset and adjust the type of leadership appropriate to the situation, and in particular adjust the intensity of their exchange relationship with these employees.Originality/valueParadox mindset acts as a substitute for an employee's social relationship with the leader, as paradox mindset captures most of the variation in IWB, thereby drawing influence away from SLMX. This finding complements studies showing that a person's mindset can greatly influence innovative work behaviour.
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Boemelburg, Raphael, Alexander Zimmermann, and Maximilian Palmié. "Learning Paradox: Antecedents and Mechanisms of Paradox Mindset Development." Academy of Management Proceedings 2020, no. 1 (2020): 12624. http://dx.doi.org/10.5465/ambpp.2020.12624abstract.

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Hasanah, Uswatun, Indrianawati Usman, Tri Siwi Agustina, and Muh Syarif. "Authenticity, market orientation, and innovation capability: A multilevel analysis." Uncertain Supply Chain Management 11, no. 3 (2023): 1333–42. http://dx.doi.org/10.5267/j.uscm.2023.3.015.

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The purpose of this study is to study the effect of market orientation and authenticity on innovation capability both directly and moderated by paradox mindset, organizational level. We also study the effect of motivation, individual level, on innovation capability both directly and moderated by a paradox mindset. The hypotheses proposed in this study are empirically tested using data from 580 respondents and 180 Batik SME organizations in Indonesia. To analyze the data, multilevel analysis with MPlus software is used. The results show that in a cross-level relationship, artisan motivation had a positive effect on innovation capability, and paradox mindset significantly moderated the relationship between market orientation and innovation capability. In addition, the authors also found a significant effect of authenticity on innovation capability. The study uses multilevel analysis to evaluate the mechanism of influence of artisan motivation (bottom-up) on innovation capability, and the moderating effect of paradox mindset in the Indonesian batik industry.
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Miron-Spektor, Ella, Amy Ingram, Josh Keller, Wendy K. Smith, and Marianne W. Lewis. "Microfoundations of Organizational Paradox: Paradox Mindset, Limited Resources and Tensions." Academy of Management Proceedings 2017, no. 1 (2017): 10930. http://dx.doi.org/10.5465/ambpp.2017.10930abstract.

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Chen, Sylvia Xiaohua, Ben C. P. Lam, Emma E. Buchtel, and Michael Harris Bond. "The Conscientiousness Paradox: Cultural Mindset Shapes Competence Perception." European Journal of Personality 28, no. 5 (2014): 425–36. http://dx.doi.org/10.1002/per.1923.

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Studies comparing personality across cultures have found inconsistencies between self–reports and measures of national character or behaviour, especially on evaluative traits such as Conscientiousness. We demonstrate that self–perceptions and other–perceptions of personality vary with cultural mindset, thereby accounting for some of this inconsistency. Three studies used multiple methods to examine perceptions of Conscientiousness and especially its facet Competence that most characterizes performance evaluations. In Study 1, Mainland Chinese reported lower levels of self–efficacy than did Canadians, with the country effect partially mediated by Canadian participants’ higher level of independent self–construal. In Study 2, language as a cultural prime induced similar effects on Hong Kong bilinguals, who rated themselves as more competent and conscientious when responding in English than in Chinese. Study 3 demonstrated these same effects on ratings of both self–perceived and observer–perceived competence and conscientiousness, with participants changing both their competence–communicating behaviours and self–evaluations in response to the cultural primes of spoken language and ethnicity of an interviewer. These results converge to show that self–perceptions and self–presentations change to fit the social contexts shaped by language and culture. Copyright © 2013 European Association of Personality Psychology
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Delley, Frederic, and Patrick Reinmoeller. "The Effect of Paradox Mindset Diversity on Team Innovativeness." Academy of Management Proceedings 2018, no. 1 (2018): 18893. http://dx.doi.org/10.5465/ambpp.2018.18893abstract.

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Bratnicka-Myśliwiec, Katarzyna, and Tomasz Ingram. "Demystifying the Role of Slack Resources and Paradox Mindset for Organizational Creativity in Family and Non-Family Firms." Problemy Zarządzania - Management Issues 2022, no. 2(96) (2022): 176–96. http://dx.doi.org/10.7172/1644-9584.96.9.

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Purpose: The objective of the article is to explain mutual relationships between paradox mindset, slack resources, and organizational creativity in family and non-family businesses. The paper focuses on identifying similarities and differences between these two types of organizations. Design/methodology/approach: To investigate the relationships of our paper, we conducted empirical quantitative research on the sample of 343 Polish family and non-family businesses. The data were gathered in the fall of 2019. To assess the differences between family and non-family companies, we followed the recommendations of SEM multigroup analyses; thus, two estimations were made for every model – one where relationships between variables were restricted, and one where variables were unrestricted. Findings: We conclude that slack resources, financial and material, in particular, explain the variability of organizational creativity (operationalized in two dimensions: as creative novelty and as creative usefulness) to a great extent in both types of organization. At the same time, the paradox mindset leads to increased creative novelty in family businesses while it is unimportant in their non-family counterparts. Overall, the differences between the models of determinants of organizational creativity in family and non-family firms are not statistically significant in the present study. Research limitations/implications: The research results prove that slack resources are a necessary condition of organizational creativity in both family and non-family businesses. We believe that future research on the determinants of organizational creativity dimensions in family and non-family firms should consider more determinants, including organizational culture, strategy, mission, resource availability, organizational learning, and change management. Originality/value: The contribution of our study lies in developing the paradox mindset theory by conducting an analysis at the level of the entire organization, which has not attracted the attention of researchers so far. This study also provides arguments for the validity of the conceptualization and measurement of the paradox mindset in a one-dimensional approach.
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Macinati, Manuela S., and Marco Giovanni Rizzo. "Goal-setting participation, experiencing tensions and budgetary performance: exploring the moderation role of paradox mindset." Journal of Accounting & Organizational Change 21, no. 7 (2025): 118–46. https://doi.org/10.1108/jaoc-11-2024-0386.

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Purpose Building on Goal-Setting and Paradox Theory, this study aims to examine the role of perceived tensions and paradox mindset in the relationship between participation in budget goal setting and budgetary performance in hybrid organizations. Design/methodology/approach A cross-sectional survey among 72 budget holders working in a hospital was conducted; partial least squares structural equation modeling technique was used to assess the measurement model and to test the research hypotheses. Findings The findings reveal that participation in goal setting is negatively associated with experiencing tensions while the relationship between experiencing tensions and budgetary performance was not significant. Moreover, paradox mindset positively moderates the relationship between experiencing tensions and budgetary performance. Originality/value This study focuses on the interplay between organizational and individual responses to institutional tensions and examines the role of paradoxical thinking in a participative budget goal-setting environment in influencing budgetary performance. Given the practical and theoretical significance of this issue, this study enhances the understanding of the complex relationship between budgeting practices and human behavior.
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Ahmad, Alina, Sharjeel Saleem, Rizwan Shabbir, and Beenish Qamar. "Paradox mindset as an equalizer: A moderated mediated perspective on workplace ostracism." PLOS ONE 19, no. 2 (2024): e0294163. http://dx.doi.org/10.1371/journal.pone.0294163.

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Incorporating the conservation of resources theory as a comprehensive framework, this study investigates a cohesive conceptual model analyzing the impact of workplace ostracism on employees’ innovative work behavior (IWB). The investigation further delves into the mediating influence of perceived control and the moderating roles of paradox mindset and support for innovation. Data collection employed a survey approach involving three-time lags through questionnaires administered to 513 employees within Pakistan’s public sector organizations. The hypothesized relationships were evaluated using conditional process modeling. Our research sheds light on how perceived control mitigates the negative impact of ostracism. The paradox mindset is identified as a key moderator influencing cognitive resources and navigating ostracism. Support for innovation enhances the link between perceived control and innovative work behavior. In addition, limitations, future research directions, and implications of our findings for fostering creative workplaces are also discussed.
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Dissertations / Theses on the topic "Paradox mindset"

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Amaro, Lydia. "Exploring the influence of contextual elements on women leaders paradox mindset." Diss., University of Pretoria, 2020. http://hdl.handle.net/2263/80439.

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Women still face challenges in attaining leadership positions. One of these challenges is due to an incongruence between how society perceives the leader identity and the gender identity. This incongruency can cause women to experience internal conflicts in the form of agentic and communal tensions, a paradox. Contextual individual and organisational elements, have been found to influence how women experience agentic-communal tensions. This qualitative study therefore sought to understand how these contextual elements, could help facilitate the application of a paradox mindset which literature has suggested as an option to managing tensions. Findings reveal that authenticity and awareness are key anchors that enable women to adopt a paradox mindset. This was achieved by one of two strategies: either adapting to the environment, or curating a sub environment. The study reveals that, if done authentically, through own agency, a woman could influence interactions that could make it easier to manage tensions within her environment, and in so doing embrace a paradox mindset. This study has implications for women leaders and the coping strategies to apply when faced with these tensions as well as for management and the development they offer female employees<br>Mini Dissertation (MBA)--University of Pretoria, 2020.<br>pt2021<br>Gordon Institute of Business Science (GIBS)<br>MBA<br>Unrestricted
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Halton, Anne Marie. "Multi-dimensional framework of paradoxical thinking: A qualitative exploratory study in an Australian financial services organisation." Thesis, Queensland University of Technology, 2022. https://eprints.qut.edu.au/236256/1/Anne%2BMarie%2BHalton%2BThesis%281%29.pdf.

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Pervasive and multi-level paradoxical tensions continue to impact many organisations and the individuals who work there. Despite burgeoning literature that has explored paradoxes in general, the existing research into paradoxical thinking (PxT) as an effective response to paradoxical tensions has been fragmented and lacking an overarching framework. This thesis examined several dimensions of PxT, with the aim of better understanding how PxT unfolds. Contributions include a novel conceptualisation of multilevel PxT and how it unfolds within and between individuals, collective and organisational levels, as well as over time.
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Robinson, Elicia. "The psychology of change in organisations : mindsets and the paradox of continuity." Thesis, University of Cambridge, 2015. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.709305.

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Ingram, Amy E. "Innovation and the Family Firm: Leadership, Mindsets, Practices and Tensions." University of Cincinnati / OhioLINK, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1305030185.

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Vachon, Marc. "Maîtriser les stratégies de décision : positionnement prescriptif, ébauche et test d'un modèle-outil d'aide à la résolution de problèmes pour les dirigeants des organisations." Thesis, Lyon, 2017. http://www.theses.fr/2017LYSE3035/document.

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Il existe une inefficience du processus de décision [...] due à un dysfonctionnement de compétence des dirigeants [...]. Pour augmenter l'efficience du processus de décision, les dirigeants doivent maîtriser les Stratégies de Décision, par l'utilisation d'un Modèle-Outil [...] PPPERFFS [qui] répertorie 36 Stratégies de Décision dans les catégories Domaines managériaux, Postures cognitives et Mécanismes cognitifs<br>Inefficiency of decision process exists and is characterised by:- simple loop learning,- strictly limited rationality,- and hidden costs of the decision process.The inefficiency of decision process is due to a dysfunction of managers’ competence, who:- lose their decision marks,- lack reflexivity,- use Decision Strategies in beneficial and toxic way, such as:· lack of contradictory mindset (strongly validated hypothesis),· lack of perfectionism (weakly validated hypothesis).To increase the efficiency of decision process, managers should master DecisionStrategies, by using a problem solving support Model-Tool, integrator-facilitator ofDecision Strategies steering, and endowed with PPPERFFS qualities:- "Practical",- "Paradoxical",- "Polyvalent / Exhaustive" (Multi-Skilled / Comprehensive),- "Rapid / Fluent" (Fast / Easy)- "Faithfull" (Reliable),- "Schematic" (Diagrammatic).This Model-Tool has to be drafted and its performance has to be tested.[This has been done:]The drafted PPPERFFS Model-Tool itemises 36 Decision Strategies into the followingcategories: managerial Domains, cognitive Postures and cognitive Mechanisms. Firsttests demonstrate a contingent performance
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McKeon, Brian Michael. "The hobgoblin of little minds how the psychology of contradiction explains the cyclic nature of philosophy /." Diss., Online access via UMI:, 2006.

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Huang, Mei-Ting, and 黃湄婷. "The Relationships among Leader-Subordinate Relational Identity of Subordinates, Paradox Mindset, Perceived Power Distance and Innovative Behavior." Thesis, 2019. http://ndltd.ncl.edu.tw/handle/xxjy27.

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碩士<br>國立彰化師範大學<br>人力資源管理研究所<br>107<br>In the past, the relationships between leaders and subordinates were mostly discussed in terms of their interaction qualities, exchange relationships, or fits. However, in recent years some scholars have come up with the idea of “leader-subordinate relational identity,” arguing that previous studies have ignored the preconception of leaders or subordinates may also affect the behaviors of individuals in the organization. This study explored the influence of leader-subordinate relational identity, including instrumental identity and affective identity, on the innovative behavior in the perspective of subordinates; and discussed about the mediation effect of paradox mindset--a positive thinking and attitude ,explaining by social exchange theory; furthermore, probed into the moderating effect of subordinates' perceived power distance on the relationship between leader-subordinate identity and paradox mindset in paradox theory. In the study, we used convenience sampling method with a dyadic survey approach from various industries of Taiwan. The result showed: (1) subordinates' affective identity is positively associated with innovative behavior. (2) paradox mindset mediates the positive relationship between subordinates' affective identity and innovative behavior (3) subordinates' perceived power distance moderates subordinates' affective identity and paradox mindset. The implications, limitations and possible directions for future research were also indicated.
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Books on the topic "Paradox mindset"

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Dowbiggin, Ian Robert. Suspicious minds: The triumph of paranoia in everyday life. Macfarlane Walter & Ross, 1999.

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Spencer, Matt. Habit Paradox: Break the Habit of Being Yourself. Lose the Old and Create a New Mindset. Independently Published, 2022.

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smith, melissa. Mediterranean Diet Plan: The First Complete Guide Mediterranean Diet, Cookbook and Healthy Recipes for Burn Fat, Plant, Reset Your Metabolism and Weight Loss, Mediterranean Diet Plan, Mindset Paradox. Independently Published, 2019.

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Myers, Teela. Mediterranean Diet Plan: The First Complete Guide Mediterranean Diet, Cookbook and Healthy Recipes for Burn Fat, Plant, Reset Your Metabolism and Weight Loss, 4-Week Mediterranean Diet Plan, Mindset Paradox for Success. Independently Published, 2020.

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Arntfield, Shannon, and Kathryn Hynes. Narrative Medicine in Postgraduate Medical Education. Oxford University Press, 2018. http://dx.doi.org/10.1093/med/9780190849900.003.0003.

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This chapter presents a practically minded conceptualization of the field of narrative medicine (NM) as it relates to postgraduate educators. To assist educators implement and deliver NM education to residents, the practices, principles, and paradoxes of NM are reviewed. The practices of NM are made explicit because educators have a fundamental responsibility to understand them when offering training in this discipline. Practices include sharing a narrative, close reading, and reflective writing. The principles of NM are discussed because, when applied, they fortify the practices and enable more success and enjoyment. The principles of NM stipulate the work should be experiential, relational, and programmatic. The paradoxes of NM are identified and explored because they can stymie the efforts of educators to teach and can have major consequences to the outcomes of the work. The implementation paradox, the credibility paradox, and the legitimacy paradox are discussed.
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Sharma, Rishabh. I'm a Paradox Scavenging upon Rotten Minds. Independently Published, 2018.

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Fukushima, Kazuhiko. Bracketing Paradox and Direct Compositionality. The Rowman & Littlefield Publishing Group, 2022. https://doi.org/10.5040/9781666986099.

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In Bracketing Paradox and Direct Compositionality: Montagovian Morphology for Bound Morphemes, Kazuhiko Fukushima resolves bracketing paradoxes in Japanese—morphological vs. semantic incongruity, which supposedly pose insurmountable obstacles to traditional and simple-minded morphology—within morphology (the lexicon) proper. This resolution is achieved through formal semantic apparatus developed by Richard Montague and his followers, hence the label Montagovian Morphology. More generally and theoretically, this book addresses the issue of the optimal interface between morphology, which deals with minimal units of meaning and their combination within a word, and semantics, which handles increasingly larger units of meaning in the sentence. Fukushima argues that the nature of the interface is directly compositional, requiring no complex syntactic supposition or manipulation other than putting words together as is. The author concludes that a semantically reinforced morphological—that is, lexical—approach is superior to a syntactic one for characterizing the mapping between morphological and semantic domains, and that syntax per se cannot supersede morphology.
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Briceno, Eduardo. Performance Paradox: Shifting Mindsets and Habits to Thrive in Work and Life. Ebury Publishing, 2023.

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Briceño, Eduardo. Performance Paradox: Shifting Mindsets and Habits to Thrive in Work and Life. Random House Publishing Group, 2023.

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Briceno, Eduardo. Performance Paradox: Shifting Mindsets and Habits to Thrive in Work and Life. Ebury Publishing, 2023.

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Book chapters on the topic "Paradox mindset"

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Praszkier, Ryszard, and Paige Munnik. "Paradox Mindset." In The Palgrave Encyclopedia of the Possible. Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-90913-0_205.

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Praszkier, Ryszard, and Paige Munnik. "Paradox Mindset." In The Palgrave Encyclopedia of the Possible. Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-319-98390-5_205-1.

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Kutsch, Elmar. "Towards a paradox mindset." In Organisational Resilience. Routledge, 2022. http://dx.doi.org/10.4324/9781003083115-1.

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Muhlert, Matthias. "The security mindset paradox." In Navigating the Cyber Maze. CRC Press, 2025. https://doi.org/10.1201/9781003562184-7.

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Indrawati, Maria Fillippa Neri, and Aryana Satrya. "The Impact of Employees’ Paradox Mindset on Innovative Behavior Mediated by Thriving at Work: A Quantitative Study of Banking Employees." In Proceedings of the 19th International Symposium on Management (INSYMA 2022). Atlantis Press International BV, 2022. http://dx.doi.org/10.2991/978-94-6463-008-4_57.

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AbstractThis study analyzes the relationship between employees’ paradox mindset and IWB. This study also investigates thriving as mediating variable in the relationships between employees’ paradox mindset and IWB. Individual innovation is accompanied by paradoxical tension. Adopting a paradox mindset, which reflects the extent to which individuals embrace and are energized by tensions, can help people deal with tensions and innovate. Data were collected from 202 banking employees and analyzed using the partial least squares structural equation modeling (PLS-SEM) technique. Findings reveal that employees’ paradox mindset positively affects IWB and is improved when the organization drives the employees to practice thriving at work.
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Slaughter, Yvette, and John Hajek. "11. Mainstreaming of Italian in Australian Schools: The Paradox of Success?" In Challenging the Monolingual Mindset, edited by John Hajek and Yvette Slaughter. Multilingual Matters, 2014. http://dx.doi.org/10.21832/9781783092529-014.

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Klingenberg, Beate, Nadine Pratt, and Elisabeth Suntrup-Andresen. "Paradox Skills and the Sustainability Mindset: Frameworks and Tools to Develop Sustainability Skills in Higher Education." In Management and Industrial Engineering. Springer Nature Switzerland, 2025. https://doi.org/10.1007/978-3-031-84963-3_1.

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Srivastava, Atika, and Shikha Dixit. "Navigating Career Barriers and Facilitators: The Role of Paradox Mindset in the Occupational Well-Being of Women Managers." In Empowering Indian Women Through Resilience. Springer Nature Singapore, 2024. https://doi.org/10.1007/978-981-96-0986-4_14.

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Dubost, Jean-Pierre. "The Paradox of the Cosmopolitan." In Migrating Minds. Routledge, 2021. http://dx.doi.org/10.4324/9781003144632-3.

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Hutchings, William. "14. An Epistle to Sir Richard Temple, Lord Cobham." In ‘Wit’s Wild Dancing Light’. Open Book Publishers, 2023. http://dx.doi.org/10.11647/obp.0372.15.

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Chapter 14. An Epistle to Sir Richard Temple, Lord Cobham is a poem caught in a conceptual paradox. On the one hand, it describes human minds as ‘Quick whirls, and shifting eddies’, whose constant movement defies any attempt to define a ‘principle of action’. As soon as you think you have located such a principle, it has gone. ‘Like following life through creatures you dissect, / You lose it in the moment you detect.’ On the other hand, Pope proposes as a solution the idea that each of us, within the mêlée of apparent contradiction, has a single ‘ruling passion’, which is the ‘clue’ to all the rest. Pope’s illustrative character-sketches, however, are most thrillingly alive when engaged in acerbic dissections of their subjects, whether tragic (the talented but wasteful Philip, Duke of Wharton) or comic (the fictional Euclio, a miser desperate to hang on to his wealth even on his death bed).
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Conference papers on the topic "Paradox mindset"

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Bednar, Peter, and Christine Welch. "Bias Misinformation and the Paradox of Neutrality." In InSITE 2008: Informing Science + IT Education Conference. Informing Science Institute, 2008. http://dx.doi.org/10.28945/3277.

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What is normally described as bias? A possible definition comprises attempts to distort or mislead to achieve a certain perspective, i.e. subjective descriptions intended to mislead. If designers were able to exclude bias from informing systems, then this would maximize their effectiveness. This implicit conjecture appears to underpin much of the research in our field. However, in our efforts to support the evolution and design of informing systems, the way we think, communicate and conceptualize our efforts clearly influences our comprehension and consequently our agenda for design. Objectivity (an attempt to be neutral or transparent) is usually regarded as exclusion of bias. However, claims for objectivity do not, by definition, include efforts to inquire into and reflect over subjective values. Attempts to externalize the mindset of the subject do not arise as part of the description. When claims to objectivity are made, this rarely includes any effort to make subjective bias transparent. Instead, objectivity claims may be regarded as a denial of bias. We suggest that bias can be introduced into overt attempts to admit subjectivity. For example, where people are asked to give subjective opinion according to an artificially enforced scale of truth-falsity (bi-valued logic), they may find themselves coerced into statements of opinion that do not truly reflect the views they might have wished to express. People do not naturally respond to their environment with opinions limited to restricted scales; rather, they tend to use multi-valued, or para-consistent logic. This paper examines the impact of bias within attempts to establish communicative practice in human activity systems (informing systems).
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