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A Transparadox Process of Decision Making

Published online by Cambridge University Press:  06 September 2021

Dalong Pang
Xi'an Jiaotong University, China
Leigh Anne Liu
Georgia State University, USA
Ming-Jer Chen*
University of Virginia, USA
Corresponding author: Ming-Jer Chen (


Decision makers inevitably face a variety of tensions when managing strategic change. Research from organization and strategy perspectives, such as paradox and organizational learning, has offered useful but limited insight into the systematic mindset and thinking processes involved in decision making. We draw on theoretical and philosophical foundations of the transparadox perspective and related theories to build a dynamic process cycle of transparadoxical decision making. Three interrelated dimensions make up our model: (1) Transparadox Information Navigation, which includes embracing oppositional tendencies, syncretic focus, and creative transcendence; (2) Transparadox Contextual Consideration, characterized by prudent precision and recognizing the flux of temporality and spatiality; and (3) Transparadox Integration, which comprises design-type integration and exploration-type integration. We then present propositions on the interdependent and reinforcing mechanism among the three dimensions. Our work expands the paradox literature with specific mindset dimensions and constituent elements, connecting paradox research with the cognitive perspective by adding dynamic, cyclical processes to paradox cognition study.



Copyright © The Author(s), 2021. Published by Cambridge University Press on behalf of The International Association for Chinese Management Research

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