Beyond Dichotomies: Unpacking Paradoxical Tensions in New Zealand’s Hybrid Biotechnology Sector
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Emerald
Abstract
Purpose This paper aims to draw on paradox theory and sensemaking literature to empirically investigate tensions and sensemaking logics at Crown Research Institutes (CRIs) engaging with New Zealand’s biotechnology industry. Design/methodology/approach A qualitative, abductive approach was used to conduct and analyse 10 semi-structured interviews from four CRIs. Findings CRIs experience interrelated and co-occurring performing, organising, belonging and learning tension types due to interconnected environmental factors. Interrelated performing and organising tension types were perceived through dichotomous and business-case logics, whereas interrelated learning and performing tensions were perceived through the paradox logic. Furthermore, performing and organising tensions were more salient to participants compared to belonging and learning tensions. Based on these findings, this study provides a revised dynamic equilibrium model tension framework. Research limitations/implications The findings of this paper are not directly transferrable to other contexts, as the tensions and logics identified are situated in a New Zealand biotechnology CRI context. Practical implications This paper identifies environmental factors that practitioners may constructively engage with to mitigate salient biotechnology tensions between competing stakeholder demands in hybrid R&D institutes. Originality/value This paper addresses knowledge gaps in the relationship between dynamic equilibrium model tensions and sensemaking logics in the novel context of hybrid R&D institutes and emerging technological industries. In doing so, this paper identifies novel paradoxical performing tensions at the organisational level, including temporal and cultural tensions in hybrid R&D institutes.Description
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Corporate Governance: The International Journal of Business in Society, ISSN: 1472-0701 (Print); 1758-6054 (Online), Emerald. doi: 10.1108/cg-08-2024-0401
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