Organizational Paradoxreference-entry
Аннотация: Organizational paradox offers a theory of the nature and management of competing demands. Historically, the dominant paradigm in organizational theory depicted competing demands as trade-offs or dilemmas that could be resolved by choosing one option. In the late 1960s, scholars such as Joan Woodward, Paul Lawrence, and Jay Lorsch introduced contingency theory, suggesting that individuals resolve these tensions by taking the context and environment into account. Paradox theory offers an alternative approach, suggesting that these tensions cannot be resolved. By depicting competing demands as tensions that are not only contradictory, but also interdependent and persistent, paradox theory argues that actors need to accept, engage, and navigate tensions rather than resolve them. Foundational work on paradox in organizations emerged starting in the late 1970s and 1980s. This work drew from rich insights across a variety of disciplines, including Eastern philosophy (Taoism, Confucianism), Western philosophies (Hegel, Heraclitus), psychodynamics (Jung, Adler, Frankel), psychology (Schneider, Watzlawick), political science (Marx, Engel), communications and sociology (Taylor, Bateson), and negotiations and conflict resolution (Follett). More recent work has advanced foundational building blocks toward a theory of paradox. Underlying the theory of paradox is ontologies of dualism—two opposing elements that together form an integrated unity—and dynamism— ongoing change. Scholars have defined paradox as tensions that are contradictory, interdependent, and persistent, noting their dynamic, everchanging, cyclical nature. Some scholars describe the origins of paradox as inherent within systems, while others highlight their social construction through cognition, dialogue, and rationality. Still others explore the relationship between the inherent and socially constructed nature of tensions, depicting tensions as latent within a system, becoming salient through social construction and external conditions. Moreover, some scholars focus more on understanding the poles of paradox, while others depict the ongoing dynamic interaction and evolution. As paradox theory continues to grow and expand, scholars have also added complexity to our understanding, emphasizing paradoxes as nested across levels and as knotted and interwoven across various tensions, while also taking into account the power dynamics, uncertainty, plurality, and scarcity of systems within which paradoxes emerge. This article identifies scholarship that depicts these varied approaches and ideas, providing the foundations of paradox theory for scholars new to this field and in-depth analysis for those seeking to expand their understanding. Section 1 offers foundational work. Section 2 introduces early scholarship that launched the field. Section 3 includes work describing foundational building blocks toward a theory of paradox. Section 4 highlights research that recognizes the nested nature of paradox and describes how this theory has been applied across different levels. Section 5 includes papers that address the meta-theoretical and multi-paradigmatic aspect of paradox theory, noting how these ideas have been applied across phenomena and across theoretical lenses. Section 6 describes papers that draw on the varied methodological traditions associated with paradox. Finally, section 7 identifies several handbooks and special issues that offer an introduction to or integration of paradox theory.
Год издания: 2021
Авторы: Simone Carmine, Wendy K. Smith
Источник: Management
Ключевые слова: Management and Organizational Studies, Complex Systems and Decision Making
Другие ссылки: Management (HTML)
Padua Research Archive (University of Padova) (PDF)
Padua Research Archive (University of Padova) (HTML)
Padua Research Archive (University of Padova) (PDF)
Padua Research Archive (University of Padova) (HTML)
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