Ella Miron-Spektor
Biographic Data
| ID | 4231627 |
|---|---|
| NAME | Ella Miron-Spektor |
| GIVEN NAMES | Ella |
| FAMILY NAME | Miron-Spektor |
| SIGNATURE | MIRON-SPEKTOR E |
| AFFILIATIONS | Technion – Israel Institute of Technology |
| VERIFIED | No |
| TOTAL WORKS | 5 |
| TOTAL CITATIONS | 6 |
| WORKS AS AUTHOR | 5 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2011 |
| LATEST PUBLICATION YEAR | 2020 |
| H-INDEX | 1 |
You may be more original than you think
Microfoundations of Organizational Paradox
Competing tensions and demands pervade our work lives. Accumulating research examines organizational and leadership approaches to leveraging these tensions. But what about individuals within firms? Although early paradox theory built upon micro-level insights from psychology and philosophy to understand the nature and management of varied competing demands, corresponding empirical studies are rare, offering scarce insights into why some individua…
Middle ground approach to paradox
Thriving in increasingly complex and ambiguous environments requires creativity and the capability to reconcile conflicting demands. Recent evidence with Western samples has suggested that paradoxical frames, or mental templates that encourage individuals to recognize and embrace contradictions, could produce creative benefits. We extended the timely, but understudied, topic by studying the nuances of for whom and why creative advantages of parad…
Paradoxical frames and creative sparks
Organizational Learning
Organizational learning has been an important topic for the journal Organization Science and for the field. We provide a theoretical framework for analyzing organizational learning. According to the framework, organizational experience interacts with the context to create knowledge. The context is conceived as having both a latent component and an active component through which learning occurs. We also discuss current and emerging research themes…
Middle ground approach to paradox
Thriving in increasingly complex and ambiguous environments requires creativity and the capability to reconcile conflicting demands. Recent evidence with Western samples has suggested that paradoxical frames, or mental templates that encourage individuals to recognize and embrace contradictions, could produce creative benefits. We extended the timely, but understudied, topic by studying the nuances of for whom and why creative advantages of parad…
Paradoxical frames and creative sparks
Organizational Learning
Organizational learning has been an important topic for the journal Organization Science and for the field. We provide a theoretical framework for analyzing organizational learning. According to the framework, organizational experience interacts with the context to create knowledge. The context is conceived as having both a latent component and an active component through which learning occurs. We also discuss current and emerging research themes…
Microfoundations of Organizational Paradox
Competing tensions and demands pervade our work lives. Accumulating research examines organizational and leadership approaches to leveraging these tensions. But what about individuals within firms? Although early paradox theory built upon micro-level insights from psychology and philosophy to understand the nature and management of varied competing demands, corresponding empirical studies are rare, offering scarce insights into why some individua…
Middle ground approach to paradox
Thriving in increasingly complex and ambiguous environments requires creativity and the capability to reconcile conflicting demands. Recent evidence with Western samples has suggested that paradoxical frames, or mental templates that encourage individuals to recognize and embrace contradictions, could produce creative benefits. We extended the timely, but understudied, topic by studying the nuances of for whom and why creative advantages of parad…
You may be more original than you think
Psychology (5 works) · Social Psychology (4 works) · Creativity (3 works) · Creativity in Education and Neuroscience (3 works) · Cognitive psychology (2 works) · Computer Science (2 works) · Context (archaeology) (2 works) · Innovation and Knowledge Management (2 works) · Job Satisfaction and Organizational Behavior (2 works) · Management (2 works)