Culture, Conditions and Paradoxical Frames
研究中美两国人在何种条件下会注意到并采用矛盾框架，发现中国人在同事既表现优异又互相帮助的条件下更易采用矛盾框架，并表现出合作与竞争并存的行为。
Organizational contexts establish conditions that seem paradoxical, but it is unclear when and why individuals notice and respond to paradoxes. This paper examines how culture and conditions interact to shape whether individuals adopt paradoxical frames. We used cooperation and competition among American and Chinese people as an empirical setting. Using lay categories as a theoretical framework, we predicted that specific types of conditions, colleagues’ outperforming and out-helping each other, can be interpreted as instances of both cooperation and competition. Study 1 found that Chinese people were more likely than Americans to adopt paradoxical frames in just these types of conditions and that the cross-cultural difference was attributed to differences in paradox mindset. Study 2 found that in just these types of conditions, Chinese people were more likely to engage in simultaneously cooperative and competitive behavior and this was attributed to differences in the use of paradoxical frames. Thus, culture and conditions interact to influence when people invoke and apply paradoxical frames.