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Export Reference (APA) 
Berti, M., Clegg, S., Pina e Cunha, M., Gaim, M., Giustiniano, L. & Rego, A. (N/A). Paradox enactment: A power-performative view. Strategic Organization. N/A
Export Reference (IEEE) 
M. Berti et al.,  "Paradox enactment: A power-performative view", in Strategic Organization, vol. N/A, N/A
Export BibTeX 
@article{bertiN/A_1772646665592,
	author = "Berti, M. and Clegg, S. and Pina e Cunha, M. and Gaim, M. and Giustiniano, L. and Rego, A.",
	title = "Paradox enactment: A power-performative view",
	journal = "Strategic Organization",
	year = "N/A",
	volume = "N/A",
	number = "",
	doi = "10.1177/14761270261415812",
	url = "https://journals.sagepub.com/home/SOQ"
}
Export RIS 
TY  - JOUR
TI  - Paradox enactment: A power-performative view
T2  - Strategic Organization
VL  - N/A
AU  - Berti, M.
AU  - Clegg, S.
AU  - Pina e Cunha, M.
AU  - Gaim, M.
AU  - Giustiniano, L.
AU  - Rego, A.
PY  - N/A
SN  - 1476-1270
DO  - 10.1177/14761270261415812
UR  - https://journals.sagepub.com/home/SOQ
AB  - Paradox theory increasingly acknowledges power, yet we still lack a clear account of how power dynamics shape the lived experience and constitution of organizational paradox. Addressing the question ‘what is the role of power in shaping organizational paradoxes?’ we develop a power-performative model grounded in Clegg’s circuits of power to show how tensions become enacted, legitimized or suppressed through interactions, institutions and material infrastructures. The article contributes to paradox theory by (1) articulating an ontology of paradox as performed through situated, multilevel power relations; (2) theorizing how power dynamics influence when and how tensions are surfaced, framed or rendered invisible; and (3) advancing a critical, reflexive agenda that asks whose contradictions are recognized, whose are silenced and with what organizational effects.
ER  -