Do you see what I see? : how converging organizational conditions transform tensions into innovation
Päivänsara, Mika (2025)
2025
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2025120833593
https://urn.fi/URN:NBN:fi:amk-2025120833593
Tiivistelmä
Innovation creators face persistent tensions between exploration and exploitation. Understanding how these paradoxical tensions transform into productive outcomes rather than defensive responses is critical for organizational innovation capability.
The thesis employed a convergent parallel mixed-methods design in a Finnish high-tech organization. Survey data measured tension salience, paradox mindset, and innovation outcomes. Interviews explored lived experiences and sensemaking processes. Analysis combined statistical methods and thematic analysis.
Paradox mindset significantly predicted virtuous cycle outcomes, while tension salience alone predicted only hindrance. Five themes emerged: structural constraints triggering defensive responses, trust and psychological safety as enablers, adaptive leadership balancing contradictions, shared vision alignment, and divergent innovation outcomes. Identical pressures produce opposite outcomes depending on individual paradox mindset and organizational enabling conditions.
The findings provide foundation for coaching interventions transforming tensions into innovation fuel through simultaneous individual paradox mindset development and organizational habitat cultivation.
The thesis employed a convergent parallel mixed-methods design in a Finnish high-tech organization. Survey data measured tension salience, paradox mindset, and innovation outcomes. Interviews explored lived experiences and sensemaking processes. Analysis combined statistical methods and thematic analysis.
Paradox mindset significantly predicted virtuous cycle outcomes, while tension salience alone predicted only hindrance. Five themes emerged: structural constraints triggering defensive responses, trust and psychological safety as enablers, adaptive leadership balancing contradictions, shared vision alignment, and divergent innovation outcomes. Identical pressures produce opposite outcomes depending on individual paradox mindset and organizational enabling conditions.
The findings provide foundation for coaching interventions transforming tensions into innovation fuel through simultaneous individual paradox mindset development and organizational habitat cultivation.