Paradox Management

Contradictions and Tensions in Complex Organizations
Softcover Nachdruck of the original 1. Auflage 2019
ISBN: 978-3-030-06919-3
Verlag: Springer International Publishing

Buch, Englisch, 193 Seiten, Paperback, Format (B × H): 148 mm x 210 mm, Gewicht: 281 g

Paradoxes emerge everywhere in organizational theory and management practice. This book is a theoretically grounded presentation of the strategic and historical context of organizational paradoxes, exploring the paradoxes in organizational management and the available tactics to manage them. Based on 700 academic sources in the paradox literature, it presents paradox management as a nuanced and coherent perspective. In presenting and integrating the vast literature on the subject, it contributes new knowledge on how and why the paradox concept was introduced into management theory, how and why conflicting ideals of management can produce organizational contradictions, and how paradoxes can be managed.

Zielgruppe

Research

Autoren/Hrsg.

Heiberg Johansen, Jan

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Organisationstheorie, Organisationssoziologie, Organisationspsychologie
• Wirtschaftswissenschaften Betriebswirtschaft Management

Inhaltsverzeichnis

Chapter 1. Introduction: The Quest for Value. 8Part I. The external context 17Chapter 2. The strategic context. The mother of paradox. 20 Scarcity: In need of time, skills and money. 22Environmental change: Confusion logics in management 25Institutional plurality: New rules of the game challenge value creation. 28Chapter summary: Challenged organizational boundaries produce paradoxes  33Chapter 3. The historical context. Contradictory ideals of management 35Authority and autonomy: Reason as much as you like, but obey. 36The interest paradigm: Organize to combat paradoxes. 38The design paradigm: Eliminate paradoxes. 40The needs paradigm: Build relations to guard against paradoxes. 42The knowledge paradigm: Inspire to overcome paradoxes. 43The complexity paradigm: Release the organization. 44Chapter summary: Paradox theory is a corrective and a supplement to traditional organizational theory  45Part II. The organizational paradoxes. 49Chapter 4. The foundation. A new perspective on management in complexity. 50The paradox concept: The birth and expansion of an alluring concept 53Contradictions: The root system and wingspan of paradoxes. 58Tensions: Paradoxes are experienced as tensions. 60Chapter summary: Paradoxes unite theory positions. 63Chapter 5. The paradox types. Tensions in organizing, performance, belonging, and learning  65Organizing: Barriers for the post-bureaucratic organization. 66Performing: When you reach the cross-road, go to the left and to the right 73Belonging: You, me, us and them... 79Learning: Tensions of time. 84Chapter summary: Paradoxes produce devastating and constructive outcomes  88Part III. The management tactics. 90Chapter 6. Paradox tactics: Avoid, activate, transcend. 91Tactical logics: The organizational ability to create value. 94Avoidance: Avoid paradoxes. 96Activation: Activate paradoxes. 103Transcendence: Transcend paradoxes. 111Turning points: Renew the organizational ability to create value. 114Chapter summary: A new language on managing complexity. 117Chapter 7. Value creation: Paradoxes as a holistic perspective on management 119The building blocks: The platform of paradox management 119Management practice: Identify and confront organizational paradoxes. 122Chapter summary: Value creation through tensions. 125Concluding remarks. Optimism and skepticism in the quest for value. 127Index.

Über Autor(innen)

Jan Heiberg Johansen, MBA, MA, is the Director of Consulting at the City of Copenhagen’s internal consultancy.