How Intercultural Processes Impact Micro-Level Approaches to Hybridity and Paradox in Organisations

Much of the hybrid organisation and paradox literature suggests that tensions arise when contradictory social and commercial goals interact within prosocial ventures. Although research is flourishing on how prosocial ventures balance these goals, there remains limited research on the capacity of actors to influence organisational trajectories and outcomes. In light of this, my thesis contributes to our understanding of the microfoundations of organisational hybridity and paradox. It suggests that intercultural experience is central to understanding individuals’ engagement with paradox and hybridity because intercultural experience is itself an intrinsically contradictory experience of different values, norms, beliefs, and practices.