Despite advancements in our understanding of organizational paradox, we know little about
how individuals navigate paradox when tensions are core to one's occupational role but not …

Although researchers have acknowledged that not all institutional change results from the
intentional efforts of relatively reflexive actors, we lack an explanation of how mundane …

Drawing upon the functional account of emotions—the view that emotions can facilitate
adaptive responses—I analyze how Javed Abidi harnessed moral anger to promote …

When an organization implements practices within the context of new work, individual actors
must translate and adapt them to their local context. These change agents thereby often …

In-service professional development is important for improving teaching. However, little
research has examined how the roles, beliefs, and backgrounds of the individuals providing …

In this article I discuss Individual-Oriented Organization Development (IO-OD), focusing on
individuals' role re-definitions, self-development, and personal growth. I argue that IO-OD …

The purpose of this paper is to explore how the social position of functional managers, as
defined by their stocks of intellectual and social capital, influences their attitude towards …

Building on a historical case study on the first two stock exchanges to adopt the now globally
dominant for-profit organizational form, the Stockholm Stock Exchange in 1993 and the …

Existing studies present interactionist practices as a way to handle existing tensions at a
given hierarchical level. However, our understanding of how tensions are (1) generated …

The interactionist approach has blossomed in recent strategic management litera-ture. In
this perspective, managers' interactionist practices, defined as a “particular social action …