Paradox and the negotiation of tensions in globally distributed work

Tensions are a major source of communication problems, coordination issues, and conflict in globally distributed work. In this article, we argue that extant literature falls short of addressing tensions in globally distributed work at two levels. First, it fails to fully account for the intrinsic an...

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Bibliographic Details
Published in:Journal of information technology 2020-09, Vol.35 (3), p.232-250
Main Authors: Brooks, Jade Wendy, Ravishankar, MN, Oshri, Ilan
Format: Article
Language:English
Subjects:
Attenuation
Collaboration
Collaborative work
Communication
Cost control
Cost reduction
Decision making
Electric power distribution
Innovations
Knowledge
Paradoxes
Qualitative analysis
Teams
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Summary:Tensions are a major source of communication problems, coordination issues, and conflict in globally distributed work. In this article, we argue that extant literature falls short of addressing tensions in globally distributed work at two levels. First, it fails to fully account for the intrinsic and entrenched nature of tensions in globally distributed work, suggesting instead that they can be resolved or made to disappear. Second, it does not examine the key interactions among different kinds of tensions. Drawing on qualitative data from a distributed finance organization and applying concepts from paradox theory, we show how globally distributed units negotiate knowledge, power, and identity tensions in collaborative work. The findings illuminate how a sequential enactment of both formal and informal solutions can better address tensions and generate collaborative opportunities in globally distributed work. Building on the findings, we develop a phasal model of tension evolution and management in globally distributed work which explains how tensions evolve from a phase of suppression through to a phase of attenuation. We demonstrate the interactions of knowledge–power–identity tensions against a background of defensive, interactive, and collaborative behaviors, and suggest several practical implications for globally distributed work practice.
ISSN:0268-3962
1466-4437
DOI:10.1177/0268396220936697