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Personalisation enables companies to learn from their customers’ online data and to adapt their content accordingly. However, although customers may value personalisation, they may also have negative perceptions of it. The literature identifies these contradictory but interrelated perceptions as a paradox. This qualitative research investigates the process underlying the triggering and management of the paradoxical tensions of personalisation. In light of paradox theory, our contributions are threefold. First, we identify the different paradoxes that personalisation triggers and their triggering mechanism. Second, we emphasise how customers manage these tensions by adopting resolution and acceptance strategies. Third, we identify the levers that companies can use to mitigate these paradoxical tensions.

Customers facing companies’ content personalisation attempts: paradoxical tensions, strategies and managerial insights