Volltext-Downloads (blau) und Frontdoor-Views (grau)
Schließen

Deparadoxification and value focus in sharing ventures: Concealing paradoxes in strategic decision-making

  • This study investigates how sharing ventures address the paradox of doing good versus doing harm in their strategic decision-making. The doing good versus doing harm paradox refers to the difficulty of sharing ventures to balance the aim to benefit society and the environment while minimizing potential adverse effects. Understanding and addressing this paradox is crucial for promoting sustainable and responsible decision-making. Our thematic content analysis of 38 in-depth interviews with founders and senior managers of sharing ventures in four European countries finds that these ventures align along three distinct value focus types in their decisionmaking and use five mechanisms to conceal paradoxes related to balancing social/environmental and economic contradictions. By surfacing the importance of sharing ventures' value focus and resultant mechanisms to deparadoxify, our findings provide insights into organisational paradox and the sharing economy, specifically the purposeful concealment of paradox as a counterintuitive choice for remaining actionable in decision contexts.

Export metadata

Additional Services

Search Google Scholar

Statistics

frontdoor_oas
Metadaten
Document Type:Article
Language:English
Author:Dirk SchneckenbergORCiD, Steffen Roth, Vivek K. VelamuriORCiD
Chairs and Professorships:Chair of Entrepreneurship and Technology Transfer
DOI:https://doi.org/10.1016/j.jbusres.2023.113883
Parent Title (English):Journal of business research
ISSN:0148-2963
Publisher:Elsevier Science Inc
Volume:162
Year of Completion:2023
Article Number:113883
Last Page:July
Tag:Decision making; Paradox; Sharing economy; Sharing ventures; Value focus
Content Focus:Academic Audience
Peer Reviewed:Yes
Rankings:AJG Ranking / 3
VHB Ranking / B
SJR Ranking / Q1
Forthcoming:Forthcoming
Licence (German):License LogoUrheberrechtlich gesch├╝tzt