Paradox Peers: A Relational Approach to Navigating a Business–Society Paradox

Abstract

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 a dominant concern for senior leaders. This study explores how grantmakers working in corporate philanthropy navigate a business–society paradox when their leaders prioritize business over social objectives at the organization level. By analyzing interview data from grantmakers, alongside observations of their group meetings, I induce a peer-based model of navigating paradox. The findings reveal the important supportive role of relationships with “paradox peers”—ongoing, cooperative connections to individuals external to one’s organization but facing similar paradoxical challenges. I detail three relational mechanisms for engaging paradox that together facilitate the ability of individuals to navigate paradox in their home organizations: connecting with others to relieve tension, collectively protecting the paradox, and collaboratively brainstorming responses. My findings shift paradox scholarship toward a more relational understanding of navigating paradoxes, exploring how engaging tensions outside of one’s organizational boundaries can support the navigation of paradox internally.