182006011X     

Organizational paradox / Medhanie Gaim (Umeå School of Business, Economics and Statistics), Stewart Clegg (University of Sydney; University of Stavanger Business School), Miguel Pina e Cunha (NOVA University Lisbon), Marco Berti (University of Technology Sydney)

Gaim, Medhanie, 1983- [Verfasserin/Verfasser]

Clegg, Stewart, 1947- [Verfasserin/Verfasser] ; Cunha, Miguel Pina e, 1965- [Verfasserin/Verfasser] ; Berti, Marco, 1965- [Verfasserin/Verfasser]

Cambridge, United Kingdom ; New York, NY, USA ; Port Melbourne, VIC, Australia ; New Delhi, India ; Singapore : Cambridge University Press, 2022

1 Online-Ressource (72 Seiten) : Diagramme

Englisch

Title from publisher's bibliographic system (viewed on 13 Sep 2022)

Erscheint auch als: Organizational paradox / Gaim, Medhanie (Druck-Ausgabe)

978-1-009-12815-5 (ebook)

978-1-009-12434-8 (ISBN der Printausgabe)

OCoLC: 1348880307     

Elektronische Ressource: Zugang über Resolving-System (Lizenzangabe: Lizenzpflichtig)

Digital Object Identifier (DOI): 10.1017/9781009128155

QP 340  | MS 5650  | QP 342      Ähnliche Literatur

302.3501

LOC-SH: Organization -- Philosophy ; Paradox

paradox theory ; organizational paradox ; competing demands,organization theory ; dilemmas

Paradoxes, contrary propositions that are not contestable separately but that are inconsistent when conjoined, constitute a pervasive feature of contemporary organizational life. When contradictory elements are constituted as equally important in day-to-day work, organizational actors frequently experience acute tensions in engaging with these contradictions. This Element discusses the presence of paradoxes in the life of organizations, introduces the reader to the notion of paradox in theory and practice, and distinguishes paradox and adjacent conceptualizations such as trade-off, dilemma, dialectics, ambiguity, etc. This Element also covers what triggers paradoxes and how they come into being whereby the Element distinguishes latent and salient paradoxes and how salient paradoxes are managed. This Element discusses key methodological challenges and possibilities of studying, teaching, and applying paradoxes and concludes by considering some future research questions left unexplored in the field.