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In organizations, paradoxical tensions exist and can have an impact at each managerial level. Building upon a multi-level lens, this research aims to investigate the underlying paradoxical perceptions of innovation and change at different managerial levels in a Jordanian bank case study. Using a qualitative approach, ‘nuanced interpretations’ were explored, yielding fresh insights. The findings suggest the contradictions and complexities of external environmental changes, demonstrating that senior managers are constantly battling to manage change. Middle managers are split into two groups: those who value change and those who prefer traditional methods. While operational managers recognize the importance of change, it is not as critical as following rules and procedures. This study contributes to the concept of paradox theory by revealing contradictions throughout an organization’s hierarchy and adding to the body of knowledge on formalized organizations by identifying how contradictions emerge in practice. Further, it contributes to managerial practice by revealing how organizational contradictions and tensions stymie change and paves the way for future research. MAD statement This study aims to Make a Difference (MAD) by exploring the underlying paradoxical perceptions of change at  various  managerial levels, with an emphasis on perceived contradictions as part of organizational change. Building on evidence from a  case study  of a highly formalized organization. This study focuses on research investigating paradoxes and contradictions in  change  processes, which laid the groundwork for analyzing previously obscured organizational paradoxes and contradictions. To that purpose, this study shifts the basis of paradox and contradiction to the  perspectives  of participants, adding to managerial practice by illuminating how organizational contradictions can inhibit change.

Innovation and Change from A Multi-level Paradoxical Perspective in a Highly Formalized Organization