摘要
Academy of Management ReviewVol. 46, No. 2 DialogueSolving Paradox by Reducing ExpectationXin LiXin Li Nanjing University and Copenhagen Business SchoolPublished Online:29 Apr 2021https://doi.org/10.5465/amr.2020.0005AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleREFERENCESBeaumont, C. 2010, March 23. Sergey Brin: My upbringing in USSR helped “shape” Google’s views on China. The Telegraph. Retrieved from https://www.telegraph.co.uk/technology/google/7503641/Sergey-Brin-My-upbringing-in-USSR-helped-shape-Googles-views-on-China.html. Google ScholarBerti, M., & Simpson, A. V. 2019. The dark side of organizational paradoxes: The dynamics of disempowerment. Academy of Management Review. Published online ahead of print. doi:10.5465/amr.2017.0208. Google ScholarBoorstin, J. 2010, July 9. Eric Schmidt on Google in China. CNBC.com. Retrieved from https://www.cnbc.com/id/38166752. Google ScholarGibson, C. B., & Birkinshaw, J. 2004. The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of Management Journal, 47: 209–226.Link , Google ScholarLau, J. 2020, July 9. A history of Google in China. The Financial Times. Retrieved from http://ig-legacy.ft.com/content/faf86fbc-0009-11df-8626-00144feabdc0#axzz6ALGJI600 Google ScholarLazarus, R. S., & Folkman, S. 1984. Stress, appraisal, and coping. New York, NY: Springer Publishing Company. Google ScholarLazarus, R. S., & Lazarus, B. N. 2006. Coping with aging. New York, NY: Oxford University Press. Google ScholarLi, X. 2018. Zhong-Yong as dynamic balancing between Yin-Yang opposites. Cross Cultural & Strategic Management, 25: 375–379. Google ScholarLi, X. 2019. Quantum approach to organizational paradox: A Copenhagen perspective. Academy of Management Review. Published online ahead of print. doi:10.5465/amr.2019.0480 Google ScholarSheehan, M. 2018, December 19. How Google took on China—and lost. MIT Technology Review. Retrieved from https://www.technologyreview.com/2018/12/19/138307/how-google-took-on-china-and-lost/ Google ScholarSmith, W. K., & Lewis, M. W. 2011. Toward a theory of paradox: A dynamic equilibrium model of organizing. Academy of Management Review, 36: 381–403.Link , Google ScholarThe Economist. 2020, January 10. The Economist Technology Quarterly: Technology in China. The Economist. Retrieved from https://www.economist.com/technology-quarterly/2020-01-04 Google ScholarTushman, M. L., & O’Reilly, C. A. 1996. The ambidextrous organization: Managing evolutionary and revolutionary change. California Management Review, 38: 1–23. Google ScholarFiguresReferencesRelatedDetailsCited byThe Butterfly Effect: How Academics and Practitioners’ Micro-Practices Shape Turning Points in Response to ParadoxGiulia Parola, Wolfgang Spiess-Knafl and Julia Thaler21 September 2022 | Academy of Management Learning & Education, Vol. 21, No. 3 Vol. 46, No. 2 Permissions Metrics in the past 12 months History Published online 29 April 2021 Published in print 1 April 2021 Information© Academy of Management ReviewAcknowledgmentsThis paper critiques Berti and Simpson’s argument (original paper: Berti, M., & Simpson, A. V. 2019. The dark side of organizational paradoxes: The dynamics of disempowerment. Academy of Management Review. Published online ahead of print. doi:10.5465/amr.2017.0208) that since pragmatic paradoxes are created by power differentials the solution to such paradoxes has to be to redress these power asymmetries. We discuss why Berti and Simpson’s prescription is often impractical and argue that, even in the face of paradoxes created by huge power asymmetries, there is always a solution to paradox to be found in reducing one’s expectations. We use the example of how Google dealt with the Chinese government’s demand for Internet censorship to illustrate our argument.Download PDF