The federal government's ongoing adoption of cloud technology has been costly, time-consuming, fragmented, and challenging, due to mitigating issues and barriers across legal, technological, procurement, and organizational boundaries. Government-led research has examined such challenges and specifically identifies cultural change, or lack thereof, as a key barrier stalling or preventing cloud adoption. Overcoming cultural barriers associated with the shift to a new business model from a legacy model requires cultural change, a necessity that is poorly understood and inadequately addressed by existing government-wide cloud adoption strategies. The purpose of this study was to leverage the microfoundations of organizational paradox (Miron-Spektor et al., 2018) to illuminate the organizational change barriers associated with the adoption of extra-organizational technology solutions such as cloud technologies, through the lens of organizational paradox and the individual reactions to such change efforts. This study utilized a quantitative research design approach consisting of a rigorous and established data collection instrument (Miron-Spektor et al., 2018) to test for the presence of the types of paradox (i.e., belonging, learning, and performing), as well as the paradox mindset, which is demonstrated by an individual's ability to be energized by paradoxical tensions, resulting in improvements to in-role job performance and innovation. In this study, the quantitative research design approach utilized an electronically generated (i.e., Survey Monkey) survey provided to federal government contractors or federal employees who have been directly involved in the conceptualization, development, implementation, and/or operationalization of cloud technologies at an enterprise level within their respective governmental agencies. The sample consisted of 125 federal government cloud practitioners in the National Capitol Region (NCR) (i.e., Washington, DC, Virginia, and Maryland). Findings indicated that specific demographic characteristics are associated with the degree of paradoxical tensions experienced by individual practitioners as well as the degree of paradox mindset associated with such individuals. Men are more likely than women to experience high levels of paradoxical tension. Managers are more likely than executives to experience high levels of paradoxical tension. End users are more likely than executives to experience high levels of paradoxical tensions. No significant difference between males and females in the likelihood of experiencing high levels of paradox mindset was found. When compared to executives, managers and end users are significantly less likely to experience high levels of paradox mindset. Furthermore, findings suggest that individual practitioners involved in the federal government's cloud adoption efforts experience significant levels of organizational paradox. Finally, those practitioners with high levels of paradox mindset are better suited to navigate the organizational barriers and complexities associated with high degrees of paradoxical tensions within their working environments. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]