Journal articles: 'Paradoxe organisationnel'

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Hassani, Nadia. "Conduite du changement organisationnel : le paradoxe d’une intervention systémique brève et durable." Communication & management 13, no. 1 (2016): 79. http://dx.doi.org/10.3917/comma.131.0079.

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Ouimet, Gérard. "Autopsie d’un fiasco organisationnel. Les applications du Paradoxe d’Abilène à une entreprise familiale." Revue Organisations & territoires 14, no. 1 (March 1, 2005): 25–34. http://dx.doi.org/10.1522/revueot.v14n1.646.

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Sparr, Jennifer L. "Vom Paradox zur Resilienz in der Krise: Ein Modell für erfolgreiches Krisenmanagement." Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO) 52, no. 4 (October 5, 2021): 579–87. http://dx.doi.org/10.1007/s11612-021-00601-w.

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ZusammenfassungIn diesem konzeptuellen Beitrag für die Zeitschrift Gruppe. Interaktion. Organisation. wird erfolgreiches Krisenmanagement als Weg von paradoxen Spannungen in der Krise zur Resilienz der Organisation beschrieben. Widersprüchliche und doch miteinander verbundene Interessen, Bedürfnisse und Anforderungen in der aktuellen COVID-19 Pandemie dienen als Beispiele. Das Modell betont die Rolle eines paradoxen Mindsets, welches Führungskräften, Entscheidern und Betroffenen ermöglicht, paradoxe Spannungen als solche zu erkennen, anzunehmen und die Chancen im „sowohl-als auch“ (im Gegensatz zu „entweder-oder“) zu finden. Das paradoxe Mindset fördert die Auseinandersetzung mit den Spannungen in einem wiederkehrenden Prozess des Sinnfindens und Sinnstiftens. Dieser Prozess stößt im Austausch mit den unterschiedlichen Stakeholdern die Entwicklung gemeinsamer „sowohl-als auch“ Denkmodelle, kreativer Herangehensweisen und schrittweisen Lernens an. Somit stärkt die paradoxe Sichtweise die Fähigkeit von Organisationen konstruktiv mit Herausforderungen umzugehen und diese in Chancen zu verwandeln – es macht sie resilienter. Der Beitrag schließt mit drei zusammenfassenden Empfehlungen für das Krisenmanagement.

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Sparr, Jennifer L. "Vom Paradox zur Resilienz in der Krise: Ein Modell für erfolgreiches Krisenmanagement." Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO) 52, no. 4 (October 5, 2021): 579–87. http://dx.doi.org/10.1007/s11612-021-00601-w.

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ZusammenfassungIn diesem konzeptuellen Beitrag für die Zeitschrift Gruppe. Interaktion. Organisation. wird erfolgreiches Krisenmanagement als Weg von paradoxen Spannungen in der Krise zur Resilienz der Organisation beschrieben. Widersprüchliche und doch miteinander verbundene Interessen, Bedürfnisse und Anforderungen in der aktuellen COVID-19 Pandemie dienen als Beispiele. Das Modell betont die Rolle eines paradoxen Mindsets, welches Führungskräften, Entscheidern und Betroffenen ermöglicht, paradoxe Spannungen als solche zu erkennen, anzunehmen und die Chancen im „sowohl-als auch“ (im Gegensatz zu „entweder-oder“) zu finden. Das paradoxe Mindset fördert die Auseinandersetzung mit den Spannungen in einem wiederkehrenden Prozess des Sinnfindens und Sinnstiftens. Dieser Prozess stößt im Austausch mit den unterschiedlichen Stakeholdern die Entwicklung gemeinsamer „sowohl-als auch“ Denkmodelle, kreativer Herangehensweisen und schrittweisen Lernens an. Somit stärkt die paradoxe Sichtweise die Fähigkeit von Organisationen konstruktiv mit Herausforderungen umzugehen und diese in Chancen zu verwandeln – es macht sie resilienter. Der Beitrag schließt mit drei zusammenfassenden Empfehlungen für das Krisenmanagement.

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Pålsson, Henrik, and Erik Sandberg. "Paradoxes in supply chains: a conceptual framework for packed products." International Journal of Logistics Management 31, no. 3 (August 10, 2020): 423–42. http://dx.doi.org/10.1108/ijlm-12-2019-0338.

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PurposeGrounded in paradox theory, and with the objective of structuring and extending existing knowledge of conflicts of interest (e.g. trade-offs) in packaging logistics, the purpose of this paper is to identify categories of paradoxical tensions in packaging systems used in supply chains, and to develop a conceptual framework that describes these categories.Design/methodology/approachThis research uses a theory building approach. It develops a conceptual framework of paradoxical tensions for packed products in supply chains. It revises and extends current knowledge in this domain by applying paradox theory from organisational research.FindingsThe paper develops a generic, conceptual framework that identifies, categorises and describes packed product paradoxes on two system levels: supply chain and company levels. The categories of paradoxes refer to performing, organising, belonging and learning.Research limitations/implicationsThe framework provides a new theoretical explanation of conflicts of interest in packaging logistics in terms of paradoxical tensions related to packed products in supply chains. It structures and increases general understanding of such tensions within and between actors in a supply chain. The paper also discusses differences in terminology between tensions which are possible to settle and those which lead to paradoxes.Practical implicationsThe framework provides a structure for analysing the organisational impact of strategic packaging decisions. It can help highlight different stakeholders' organisational constraints related to packaging.Originality/valueThe framework's systematic categorisation of four types of paradoxical tensions, with thorough descriptions of the meaning of packed product paradoxes of each type, offers an expanded and in-depth explanation of the organisational impacts of packed products in supply chains.

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Lannon, John, and John N. Walsh. "Paradoxes and partnerships: a study of knowledge exploration and exploitation in international development programmes." Journal of Knowledge Management 24, no. 1 (August 28, 2019): 8–31. http://dx.doi.org/10.1108/jkm-09-2018-0605.

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Purpose This paper aims to look at how organisational partnerships balance knowledge exploration and exploitation in contexts that are rife with paradoxes. It draws on paradox theory to examine the partnership’s response to the explore-exploit relationship. Design/methodology/approach A multiple interpretive case study was used to examine international partnerships in three African countries. These partnerships were between international (Northern-based) non-governmental organisations and local African non-governmental organisations. Findings The research finds that within the partnership, knowledge exploration and exploitation exist as a duality rather than a dualism. This is supported by the acceptance and confrontation of paradoxes of performing and belonging. However, macro-level paradoxes of organising linked to power, culture and epistemologies inhibit further effective confrontation of the explore-exploit paradox. Practical implications The findings can help managers working in international development organisations to understand how learning is enabled and constrained in partnership-based programmes. Originality/value The study provides a novel contribution to knowledge management by applying the paradox perspective to the explore-exploit relationship. This paper extends previous work by drawing on the levels and repertoires present in the paradox perspective to understand how knowledge exploration and exploitation can be mutually reinforcing and can exist as a duality.

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Lederman, Jakob, Caroline Löfvenmark, Therese Djärv, Veronica Lindström, and Carina Elmqvist. "Assessing non-conveyed patients in the ambulance service: a phenomenological interview study with Swedish ambulance clinicians." BMJ Open 9, no. 9 (September 2019): e030203. http://dx.doi.org/10.1136/bmjopen-2019-030203.

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ObjectivesTo combat overcrowding in emergency departments, ambulance clinicians (ACs) are being encouraged to make on-site assessments regarding patients’ need for conveyance to hospital, and this is creating new and challenging demands for ACs. This study aimed to describe ACs’ experiences of assessing non-conveyed patients.DesignA phenomenological interview study based on a reflective lifeworld research approach.SettingThe target area for the study was Stockholm, Sweden, which has a population of approximately 2.3 million inhabitants. In this area, 73 ambulances perform approximately just over 200 000 ambulance assignments annually, and approximately 25 000 patients are non-conveyed each year.Informants11 ACs.MethodsIn-depth open-ended interviews.ResultsACs experience uncertainty regarding the accuracy of their assessments of non-conveyed patients. In particular, they fear conducting erroneous assessments that could harm patients. Avoiding hasty decisions is important for conducting safe patient assessments. Several challenging paradoxes were identified that complicate the non-conveyance situation, namely; responsibility, education and feedback paradoxes. The core of the responsibility paradox is that the increased responsibility associated with non-conveyance assessments is not accompanied with appropriate organisational support. Thus, frustration is experienced. The education paradox involves limited and inadequate non-conveyance education. This, in combination with limited support from non-conveyance guidelines, causes the clinical reality to be perceived as challenging and problematic. Finally, the feedback paradox relates to the obstruction of professional development as a result of an absence of learning possibilities after assessments. Additionally, ACs also described loneliness during non-conveyance situations.ConclusionsThis study suggests that, for ACs, performing non-conveyance assessments means experiencing a paradoxical professional existence. Despite these aggravating paradoxes, however, complex non-conveyance assessments continue to be performed and accompanied with limited organisational support. To create more favourable circumstances and, hopefully, safer assessments, further studies that focus on these paradoxes and non-conveyance are needed.

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Cherry, Nita. "Organisational paradoxes of local e-government." Journal of Contemporary Issues in Business and Government 20, no. 1 (December 23, 2014): 41. http://dx.doi.org/10.7790/cibg.v20i1.19.

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Maalouf, Malek, and Britta Gammelgaard. "Managing paradoxical tensions during the implementation of lean capabilities for improvement." International Journal of Operations & Production Management 36, no. 6 (June 6, 2016): 687–709. http://dx.doi.org/10.1108/ijopm-10-2014-0471.

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Purpose – Through the identification and investigation of the organisational paradoxes in lean, the purpose of this paper is to deepen the understanding of lean implementation intricacies, and contribute to sustaining lean in companies. Design/methodology/approach – Case study based on semi-structured interviews with participants in lean conversion from three companies in Denmark. The companies come from different business sectors: public transport, healthcare and finance. Findings – This study identifies three types of organisational paradoxes in lean: organising, performing and belonging. The study also points to a range managerial responses used for dealing with the three paradoxes and facilitating lean transformation. Research limitations/implications – This is a theory development paper which increases the understanding regarding the role of the organisational paradoxes in facilitating or hindering lean transformation. Practical implications – The study generates insights which help managers identify and deal with the individual motivations for opposing lean practices, and thus facilitates lean transformation. Originality/value – This study adds clarity to the process of managing lean implementation by identifying three different motivations for people to oppose lean transformation. The study also recommends managerial actions for dealing with each situation.

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Sheard, G., A. P. Kakabadse, and N. K. Kakabadse. "Organisational politics: reconciling leadership's rational‐emotional paradox." Leadership & Organization Development Journal 32, no. 1 (February 8, 2011): 78–97. http://dx.doi.org/10.1108/01437731111099292.

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Vas, Alain, and Nathalie Guilmot. "Paradoxes et changement organisationnel : les stratégies d’adaptation des cadres intermédiaires." Gestion 2000 34, no. 5 (2017): 381. http://dx.doi.org/10.3917/g2000.345.0381.

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Askenazy, Philippe, and Christian Gianella. "Le paradoxe de productivité : les changements organisationnels, facteur complémentaire à l'informatisation." Economie et statistique 339, no. 1 (2000): 219–41. http://dx.doi.org/10.3406/estat.2000.7486.

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Andersen, Niklas A. "The Power and Paradoxes of Evaluation Systems – Increasing Use but Impeding Change." Scandinavian Journal of Public Administration 25, no. 3-4 (December 1, 2021): 39–59. http://dx.doi.org/10.58235/sjpa.v25i3-4.7063.

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In recent years, evaluation systems have become increasingly embedded within public sector organisations. This trend of systematising and institutionalising evaluation activities has generally been perceived as a way to increase the use – and thus the power - of evaluations. However, this article argues that the power of evaluation systems is of a more complicated nature than merely increasing the uptake of evaluative knowledge. By applying the concept of “contestability differential” to a concrete example of an evaluation system within the Danish employment services, it is shown how the institutionalisation of an asymmetric power relation between evaluation system and evaluand creates inherent paradoxes. The analysis shows how the strong contestability differential between evaluation system and evaluand – necessary for securing the influence of evaluation systems - hinges on the permanence, organisational embeddedness and epistemological fixation of such systems. However, these same elements simultaneously also limit the usefulness of the evaluative knowledge and the capability of the evaluation system to invoke radical change and development in the evaluand. The article thus highlights an inherent paradox of evaluation systems in that they are simultaneously increasing and decreasing the power of evaluations.

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Lesjak, Barbara. "Das basisdemokratische Paradox organisieren? Phänomene und Herausforderungen werteorientierter Organisationen." Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO) 50, no. 3 (July 24, 2019): 281–89. http://dx.doi.org/10.1007/s11612-019-00473-1.

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Stacey, Ralph. "The Paradox of Consensus and Conflict in Organisational Life." AI Practitioner 18, no. 1 (February 1, 2016): 52–58. http://dx.doi.org/10.12781/978-1-907549-26-7-8.

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Manhart, Sebastian, and Thomas Wendt. "Soziale Systeme? Systemtheorie digitaler Organisation." Soziale Systeme 26, no. 1-2 (November 1, 2022): 21–53. http://dx.doi.org/10.1515/sosys-2021-0002.

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Zusammenfassung Digitalisierung erscheint als Fortsetzung der Organisation mit anderen Mitteln: Digitalisierung vollzieht sich vor allem in und durch Organisationen, was diese in ihrer Struktur nachhaltig verändert. Dies wirft die Frage nach der Form und Funktion von Organisationen in der digitalen Gesellschaft auf und erfordert eine Neufassung der Theorie der Organisation. Für die Digitalisierung wie für Organisationen ist die operative Differenzierung zwischen Information und Kommunikation zentral. Die paradoxe Evidenz einer ausbleibenden Wahrnehmung dieser Sinndifferenz wird genutzt, um ein präzisiertes systemtheoretisches Verständnis von Digitalisierung und Organisation vorzuschlagen. Ein Vergleich wahrnehmungsneutraler Informationsverarbeitung mit der wahrnehmungskultivierenden Kunst verortet die semiotische Differenzierung des Sinnbegriffs systematisch in der Systemtheorie. An Beispielen aus der Geschichte des Managements und des organisierten Messens wird der Ausdifferenzierungsprozess in seiner empirischen Triftigkeit vorgeführt. Der Artikel schließt mit einem Ausblick auf die Konsequenzen der subtilen Organisation der Digitalisierung für die Gesellschaft.

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Mention, Anne-Laure, João José Pinto Ferreira, and Marko Torkkeli. "Stay True, But Innovate!" Journal of Innovation Management 6, no. 1 (May 8, 2018): 1–4. http://dx.doi.org/10.24840/2183-0606_006.001_0001.

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Were you ever asked by a manager to ‘do what you want’, where you felt free to innovate? Did it feel like freedom? Maybe you felt encouraged since you could now experiment your idea, but did it mean that your performance was now on the radar? Could you then stay true to your vision or did you feel the need to compromise so that the ‘numbers lined up’? Either way, you should know that you are not alone. Arguably, we are in an age of paradox1 where simultaneous contradic- tions are all too common. Innovation paradox arises when “the aggressive pursuit of operational excellence and incremental innovation crowds out the possibility of creating ground-breaking innovations” (Davila & Epstein, 2014, p.2). Often these contradictions are meaningful on their own merit but when interdependent on each other, they create tensions in economic, social, environmental and ethical decision-making. In previous editorials, we have shared how digital innovations and societal disparity across the world are influencing strategic decision-making and shifting the innovation mindset. We now stretch the boundaries by suggesting that paradigms relying on economic trade-offs and shared-value that have shaped conventional organisational strategies are no longer sufficient to guide paradoxical tensions in decision-making. (...)

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Hilles, Afkar Qasem, Tee Ding, and Pervaiz K. Ahmed. "Managing for innovation and creativity: organisational paradoxes in implementation practice." International Journal of Management Practice 3, no. 4 (2009): 305. http://dx.doi.org/10.1504/ijmp.2009.026959.

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Marginson, David, and Stuart Ogden. "Managers, budgets and organisational change: unbundling some of the paradoxes." Journal of Accounting & Organizational Change 1, no. 1 (January 2005): 45–61. http://dx.doi.org/10.1108/18325910510635281.

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Vogel, Martin. "Wiederbelebung einer unscheinbaren Position." supervision 38, no. 2 (April 2020): 8–12. http://dx.doi.org/10.30820/1431-7168-2020-2-8.

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Der Abbau von Hierarchie und die Demokratisierung von Organisationen sind gegenwärtig zentrale Konzepte in Veränderungsprojekten. Neue Organisationsformen bringen neue Rollenkonzepte hervor, andere verschwinden völlig, so zum Beispiel die klassische Position des Stellvertreters. Selbstorganisierte Teams führen sich selbst und vertreten sich auch selbst. Umso bemerkenswerter ist es, wenn dennoch der Wunsch nach stellvertretenden Führungspositionen auftaucht. So geschehen in einer Kommunalverwaltung einer deutschen Großstadt. Gezeigt werden zentrale Erkenntnisse einer Begleitforschung, bei der die Wiedereinführung von Stellvertretungen beobachtet wurde. Bezogen auf die Idee der Demokratisierung durch Hierarchieabbau in Organisationen kommt der Artikel zu einem paradoxen Fazit.

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Metzger, Jean-Luc, and Claudia Barril. "L'insertion professionnelle des travailleurs aveugles et sourds : les paradoxes du changement technico-organisationnel." Revue française des affaires sociales 1, no. 3 (2004): 63. http://dx.doi.org/10.3917/rfas.043.0063.

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Aubouin, Nicolas, Alexandra Le Chaffotec, Jean-Max Koskievic, and Clémence Tarby. "Ars longa, vita brevis. Les paradoxes organisationnels au prisme du street art." Revue internationale de psychosociologie et de gestion des comportements organisationnels Vol. XXVII, no. 71 (January 18, 2022): 185–210. http://dx.doi.org/10.3917/rips1.071.0185.

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Aubouin, Nicolas, and Alexandra Le Chaffotec. "Le bazar dans la cathédrale1 : l’espace comme catalyseur de l’implication de l’usager dans la créativité organisationnelle." Créativité organisationnelle : quels enjeux en management stratégique dans un contexte mondialisé ? 22, no. 1 (November 7, 2018): 44–57. http://dx.doi.org/10.7202/1053687ar.

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L’intégration des open labs dans les institutions publiques marque une rencontre paradoxale entre, d’un côté, un espace hybride et souple, et de l’autre, une bureaucratie organisationnelle. L’intégration de ces espaces interroge la créativité organisationnelle comme capacité de l’organisation à renouveler la gestion de ses espaces, les relations aux usagers et l’organisation des équipes. A partir d’une étude de cas multiples dans le champ culturel et de la santé, nous avons construit une typologie des formes de relations internes et externes des open labs avec les institutions. Notre typologie met en évidence les différentes sources de créativité organisationnelle et les capacités d’essaimage de cette créativité au sein de l’organisation et au-delà de ses frontières.

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Kucharska, Wioleta. "Wisdom from Experience Paradox: Organizational Learning, Mistakes, Hierarchy and Maturity Issues." Electronic Journal of Knowledge Management 19, no. 2 (September 5, 2021): pp105–117. http://dx.doi.org/10.34190/ejkm.19.2.2370.

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Organisations often perceive mistakes as indicators of negligence and low performance, yet they can be a precious learning resource. However, organisations cannot learn from mistakes if they have not accepted them. This study aimed to explore how organisational hierarchy and maturity levels influence the relationship between mistakes acceptance and the ability to change. A sample composed of 380 Polish employees working in knowledge-driven organisations across various industries was used to examine this phenomenon. Data collection occurred from November to December 2019. Data were analysed through OLS regression, using PROCESS software. The findings revealed that the acceptance of mistakes positively influences adaptability to change. Moreover, because of mistakes acceptance, knowledge workers in organisations with a low-level hierarchy adapt to changes more effectively than those who work in strongly (or high-level) hierarchical companies. Additionally, higher levels of hierarchy result in lower adaptability to change, which is particularly visible in mature organisations. The study's essence is the empirical proof that a high level of organizational maturity and hierarchy can be a blocker of the adaptability to change if the organisation stays on the single-loop of learning (does perfectly what it used to do). Mistakes acceptance and thanks to this, also learning from mistakes, supports organisational change adaptability. Change adaptability is vital for double-loop learning (organizational actions re-framing). Moreover, this study has exposed the paradox of ‘wisdom from experience’ empirically. Namely, it is expected that experience and maturity result in positive outcomes and increased organisational leverage. Whereas more prominent, experienced, and mature organisations face serious difficulties when changing their routines and behaviours.

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Rowland, Paula. "Organisational paradoxes in speaking up for safety: Implications for the interprofessional field." Journal of Interprofessional Care 31, no. 5 (May 9, 2017): 553–56. http://dx.doi.org/10.1080/13561820.2017.1321305.

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JALONEN, HARRI. "DANCING WITH THE PARADOX — SOCIAL MEDIA IN INNOVATION THROUGH COMPLEXITY LENS." International Journal of Innovation Management 19, no. 01 (January 22, 2015): 1550014. http://dx.doi.org/10.1142/s1363919615500140.

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This paper discusses the social media paradox in the context of innovation. Innovation is defined as a knowledge intensive process of seeing and doing things differently, whereas social media refers to new ways of being connected. Social media has revolutionised the ways how knowledge is produced, shared and accumulated through social interactions within the organisation and across the organisation's boundaries. From an organisational perspective, this raises the question of how social media influences — enabling or inhibiting — its ability to see and do things differently. Social media offers tempting opportunities but also poses new threats. It is a paradox involving contradictory forces. Despite growing interest among academics, there is a lack of understanding of the possibilities of social media in the specific context of innovation. This paper fills the research gap by arguing that complexity concepts offer a new type of language to understand social media. Seeing interaction as intrinsic to innovation activity, complexity thinking opens the paradox of being in charge but not in control.

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Schumann, Daniel. "“Bridge Builders” in the Dispositif of Collaborative Inclusion. Enactments of Expertise in Cooperations between Local Administrations and Immigrant Associations." Swiss Journal of Sociology 48, no. 3 (November 1, 2022): 465–87. http://dx.doi.org/10.2478/sjs-2022-0023.

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Abstract Immigrant associations in Germany are increasingly approached as experts and included in administrative action. This article develops a heuristic informed by governmentality studies to analyse this cooperation practice. A document analysis shows that immigrant associations are addressed as “bridge builders” between public administration and migrants. Interviews with actors in a municipal cooperation setting in Berlin reveal the paradoxes of this interpellation as well as reflexive strategies of organisational self-positioning.

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Oliveira, João, and Stewart Clegg. "Paradoxical puzzles of control and circuits of power." Qualitative Research in Accounting & Management 12, no. 4 (October 12, 2015): 425–51. http://dx.doi.org/10.1108/qram-02-2015-0023.

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Purpose – This paper aims to clarify a paradox in an organisation: in the past, formally powerful “central” actors confronted important limitations in their relations with formally less powerful actors. However, three innovations – the financial accounting module of an enterprise resource planning (ERP) system, a corporate centre (CC) and a shared services centre (SSC) – substantially changed and re-centred network power relations. The authors adopt a critical discourse to explain this paradox, contributing to the emerging literature on SSCs and bridging the management control and power literatures. Design/methodology/approach – An in-depth, processual, actor-network theory-inspired three-year case study of a large Portuguese manufacturer. Findings – As the intertwined accounting-related innovations were (re)mobilised by actors, dynamically adjusting to unfolding repercussions, control and power effects emerged, enabling enhanced organisational steering. Research limitations/implications – Based on a single case, this paper highlights effects of managerial technologies, in particular ERPs and SSCs, on control and power relations, and refines Clegg’s model for future research. Practical implications – The transactional, low value-added activities typically performed by SSCs should not lead to underestimating their potentially profound organisational consequences. However, the surrounding socio-technical network is decisive for the emerging, inter-related repercussions. Originality/value – This paper explains the relative capacity of actors to influence the practices and configuration of the organisational network structurally, fixing power relations within the socio-technical network through innovations in the accounting area, in particular ERPs and SSCs. By revising Clegg’s circuits of power framework, this paper contributes to understanding possibilities and limits of accounting techniques in management control procedures.

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Buhusayen, Bassam, Pi-Shen Seet, and Alan Coetzer. "Front-Line Management during Radical Organisational Change: Social Exchange and Paradox Interpretations." Sustainability 13, no. 2 (January 17, 2021): 893. http://dx.doi.org/10.3390/su13020893.

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External shocks have severely affected the aviation sector with detrimental impacts on airport service employees. Service-sector organizations tend to implement radical organizational change to survive and front-line managers face often-opposing demands. This study aims to shed light on how front-line managers cope by utilizing social exchange-based strategies during radical organizational change. This study uses an exploratory qualitative design and thematically analyses data obtained from 40 semi-structured interviews with senior managers, front-line managers and employees working for an airline services provider operating in a major international airport in Australia. The study finds that front-line managers employ several social exchange approaches to overcome the paradoxical challenge of facilitating change while maintaining current operations. We find evidence of four approaches that the front-line managers utilize that are based on social exchange: (1) building relationships with clients’ representatives; (2) utilizing relationships with experienced employees to facilitate radical organizational change practices; (3) rewarding employees in exchange for helping to manage personnel shortages; and (4) motivating employees by various morale-enhancing techniques. The study contributes to organizational sustainability and change research by developing a deeper understanding of the importance of social exchange in facilitating the work of front-line managers in the airport services sector.

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Peltokorpi, Vesa. "Synthesising the paradox of organisational routine flexibility and stability: a processual view." International Journal of Technology Management 41, no. 1/2 (2008): 7. http://dx.doi.org/10.1504/ijtm.2008.015981.

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Gruszczyńska‑Malec, Grażyna, and Łucja Waligóra. "Paradoxes of Exploitation and Exploration in Diversity Management in Organisation." Kwartalnik Ekonomistów i Menedżerów 45, no. 3 (July 19, 2017): 23–36. http://dx.doi.org/10.5604/01.3001.0010.6275.

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In the article the author indicates the importance of the paradoxes of exploration and exploitation in the process of managing diversity. Attention was paid to the selected determinants of organisational management based on diversity, affecting the strengthening of the implementation of actions aimed at innovation and/or productivity. The aim of this publication is to identify these characteristics in the area of age, gender and culturality of employees that increase the effectiveness of exploration and exploitation in contemporary organisations.

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Dold, Luzian, and Christian Speck. "Resolving the productivity paradox of digitalised production." International Journal of Production Management and Engineering 9, no. 2 (July 28, 2021): 65. http://dx.doi.org/10.4995/ijpme.2021.15058.

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Although Industry 4.0 and other initiatives predict widespread adoption of digitalised technology on the factory floor, few companies use new digitalised production technology holistically in their ecosystems; in practical implementation, companies often decide against digitalisation for financial reasons. This is due to a paradox (akin to the so called “productivity paradox”) caused by the complexity of value creation and value delivery within digitalised production. This article analyses and synthesises cross-disciplinary research using a grounded theory model, thus offering valuable insights for businesses considering investing in digitalised production. A qualitative model and an associated toolbox (complete with tools for practical application by business leaders and decision-makers) are presented to address organisational uncertainty and leadership disconnect that often contribute to the paradoxical gap between digital strategy and operational implementation.

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Perrin, Aurélie. "Comprendre et gérer les paradoxes organisationnels inhérents à la « transformation digitale » : une nécessité managériale." Projectics / Proyéctica / Projectique Hors Série, HS (March 15, 2022): 81–105. http://dx.doi.org/10.3917/proj.hs03.0081.

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Roulet, Thomas. "Qu’il est bon d’être méchant ! Paradoxe de l’illégitimité organisationnelle dans le contexte des banques d’investissement." Revue française de gestion 41, no. 248 (April 28, 2015): 41–55. http://dx.doi.org/10.3166/rfg.248.41-55.

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Fischbacher-Smith, Denis. "When organisational effectiveness fails." Journal of Organizational Effectiveness: People and Performance 4, no. 1 (March 13, 2017): 89–107. http://dx.doi.org/10.1108/joepp-01-2017-0002.

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Purpose The purpose of this paper is to consider the nature of the business continuity management (BCM) process and to frame it within wider literature on the performance of socio-technical systems. Despite the growth in BCM activities in organisations, some questions remain as to whether academic research has helped to drive this process. The paper seeks to stimulate discussion within this journal of the interplay between organisational performance and BCM and to frame it within the context of the potential tensions between effectiveness and efficiency. Design/methodology/approach The paper considers how BCM is defined within the professional and academic communities that work in the area. It deconstructs these definitions in order to and set out the key elements of BCM that emerge from the definitions and considers how the various elements of BCM can interact with each other in the context of organisational performance. Findings The relationships between academic research in the area of crisis management and the practice-based approaches to business continuity remain somewhat disjointed. In addition, recent work in the safety management literature on the relationships between success and failure can be seen to offer some interesting challenges for the practice of business continuity. Research limitations/implications The paper integrates work in safety, crisis and risk management with BCM in order to identify the main areas of overlap and synergy between these areas of academic research. By definition, the need for business continuity represents the risks and cost of failure in organisational performance in the absence of continuity. This calls into question the effectiveness of organisational processes around decision making, control, and strategic management. The paper sets out a series of issues that are in need of further research. Practical implications The paper draws on some of the practice-based definitions of BCM and highlights the limitations and challenges associated with the construct. The paper sets out challenges for BCM based upon theoretical challenges arising in cognate areas of research. The aim is to ensure that BCM is integrated with emerging concepts in other aspects of the management of uncertainty and to do so in a strategic context. Originality/value Academic research on performance reflects both the variety and the multi-disciplinary nature of the issues around measuring and managing performance. Failures in organisational performance have also invariably attracted considerable attention due to the nature of a range of disruptive events. The paper reveals some of the inherent paradoxes that sit at the core of the BCM process and its relationships with organisational performance.

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Walton, Graham, and Catherine Edwards. "The impact of e-lib: the emerging paradoxes." Library and Information Research 21, no. 69 (April 26, 2015): 12–16. http://dx.doi.org/10.29173/lirg663.

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An earlier edition of LIRN outlined the aims and progress to date of the IMPEL Project (IMPEL1) based at the University of Northumbria at Newcastle (UNN). The study which ran from 1993 to 1995 focused on the impact of the electronic environment on qualified Library and Information Services (LIS) staff in the Higher Education (HE) sector. Successful completion of case studies in six UK university LIS for the IMPEL Project was followed by an expanded study funded by the Joint Information Systems Committee (JISC) as a Supporting Study under the e-lib programme. This project, IMPEL2 : Monitoring Organisational and Cultural Change, adopts a similar qualitative case study approach, retaining at its core the human aspects of electronic library development in a rapidly changing educational and technological environment.

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Cayón Costa, Magda, and Joaquim Vergés I Jaime. "Organisational status and efficiency: the case of the Spanish SOE “Paradores”." International Journal of Public Sector Management 21, no. 5 (July 11, 2008): 494–508. http://dx.doi.org/10.1108/09513550810885796.

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Niesten, Eva, and Ioana Stefan. "Embracing the Paradox of Inter-organisational Value Creation-Value Capture: A Literature Review." Academy of Management Proceedings 2018, no. 1 (August 2018): 10201. http://dx.doi.org/10.5465/ambpp.2018.10201abstract.

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Rigby, Michael J. "An Integrated Care Charter - Correcting the Organisational Focus Paradox by Empowering the Citizen." International Journal of Integrated Care 17, no. 5 (October 17, 2017): 308. http://dx.doi.org/10.5334/ijic.3625.

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Windrum, Paul, Andreas Reinstaller, and Christopher Bull. "The outsourcing productivity paradox: total outsourcing, organisational innovation, and long run productivity growth." Journal of Evolutionary Economics 19, no. 2 (October 1, 2008): 197–229. http://dx.doi.org/10.1007/s00191-008-0122-8.

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Fournier, Danielle, Nancy Guberman, Jennifer Beeman, and Lise Gervais. "L’organisation du travail dans des groupes de femmes." Le dossier : L’organisation du travail dans le réseau de la santé et des services sociaux 10, no. 2 (January 28, 2008): 83–98. http://dx.doi.org/10.7202/301405ar.

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Résumé À partir des données préliminaires d'une recherche en cours sur la culture organisationnelle des groupes de femmes, nous verrons en quoi leurs valeurs et leurs pratiques organisationnelles pourraient apporter une contribution importante aux réflexions actuelles sur les transformations de l'organisation du travail. L'article qui suit se divise en trois sections traitant : 1) de la méthodologie de la recherche; 2) de l'organisation du travail dans les groupes, du contrôle sur le processus du travail et de l'humanisation des rapports de travail; 3) de certains paradoxes découlant de cette organisation du travail.

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Glennon, Russ, Ian Hodgkinson, and Joanne Knowles. "Learning to manage public service organisations better: A scenario for teaching public administration." Teaching Public Administration 37, no. 1 (October 15, 2018): 31–45. http://dx.doi.org/10.1177/0144739418798148.

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In the context of public value, it is argued that there is a need to adopt the learning organisation philosophy to manage public service organisations better. For collaborative work with public sector managers or in management education, a fictitious scenario is presented to develop the concept of the learning organisation as paradox. Faced with multiple and conflicting demands, public managers find it difficult to change organisational behaviour in response to new knowledge. The scenario demonstrates how learning organisation philosophy can be used to translate new knowledge into new behaviours. Key skills required for public managers to exploit the knowledge of all organisational members and confront the challenges of a contested concept, such as public value, are developed and comprise summarising evidence, making judgements, sharing thought processes on a contentious issue, and arriving at a consensus together. Contributions to public administration theory and practice are discussed.

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Radel, J., and R. J. Schuster. "Hierarchie und Demokratie in Organisationen – Die 49-Punkte-Intervention." Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO) 52, no. 3 (July 16, 2021): 515–24. http://dx.doi.org/10.1007/s11612-021-00586-6.

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ZusammenfassungDieser Beitrag der Zeitschrift Gruppe. Interaktion. Organisation. (GIO) beschreibt eine auf gruppendynamischen Überlegungen beruhende Intervention, die im Rahmen der Lehre an Universitäten und Hochschulen eingesetzt werden kann. Ziel ist es, mittels Reflexion der Intervention Erkenntnisse über Organisationsdynamiken und -konflikte zu erlangen.Universitäten und Hochschulen sind Institutionen, die Wissen vermitteln und Bildung und Persönlichkeitsentwicklung ermöglichen sollen. Dabei sind Lehrende und Studierende zueinander in eine hierarchische Beziehung gesetzt. Dies ist eine organisatorische Notwendigkeit, die aber auch, im Fall der Sozialwissenschaften, im Widerspruch zu einem gemeinsamen Erkunden sozialer Phänomene auf Augenhöhe steht. Lehrende und Studierende sind mit dem „Sei-selbstständig-Paradox“ konfrontiert. Studierende müssen gegebenen Vorgaben folgen, sich im normativen Rahmen bewegen, sollen sich jedoch gleichzeitig selbstständig und authentisch einbringen. Dies kann zu Konflikten führen, die aber oft nicht diskutiert werden. Damit verbleiben sie im System, was dazu führen kann, dass die Studierenden einem möglichen Double Bind ausgesetzt sind.In diesem Beitrag wird aufgezeigt, wie Studierende im Rahmen einer von uns als 49-Punkte-Intervention bezeichneten Methode die Möglichkeit bekommen, im Gegensatz zur üblichen hierarchischen Ordnung an der Gestaltung der eigenen Prüfung mitzuwirken. Dadurch werden übliche Grenzen aufgeweicht und institutionell gelöste Konflikte neu zur Diskussion gestellt. Es wird hier die Intervention kurz beschrieben, um dann potenzielle Konfliktdynamiken auf folgenden Ebenen aufzuzeigen: (a) intrapersonelle Ebene, (b) interpersonelle Ebene, (c) Ebene zwischen Studierenden und Dozenten, (d) Ebene der Sachzwänge des Systems, die sowohl Studierende als auch Dozenten betreffen

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Patrick, Holly. "Nested tensions and smoothing tactics: An ethnographic examination of ambidexterity in a theatre." Management Learning 49, no. 5 (October 31, 2018): 559–77. http://dx.doi.org/10.1177/1350507618800940.

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All organisations face contradictory demands, such as exploiting existing revenue sources while exploring new opportunities. The tensions of balancing these demands are largely met by employees, yet nearly all studies focus on the managerial perspective. This article uses an ethnographic study of a UK theatre to explore the experience of employees switching between exploitation and exploration in developing a play. Adopting a paradox lens, it identifies the existence of nested tensions. The organisational level is characterised by the well-studied contradiction between exploration and exploitation. Nested within this at the project level, a series of tensions are produced around resources, power, and learning. These tensions lead to an identity-based paradox for employees. They must perform well in the project to secure their ties of belonging to the organisation, but this simultaneously distances them from established expectations, weakening their ties of belonging. The article contributes to the literature on ambidexterity by illustrating the relational and emotional challenges faced by employees balancing exploitation and exploration, identifying the nested tensions involved in delivering ambidexterity, and through illustrating how employees smooth over these tensions using humour, shared vocabulary, and self-effacing language. On this basis, it argues for a practice-based view of ambidexterity as paradox.

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Jasimuddin, Sajjad M., Jonathan H. Klein, and Con Connell. "The paradox of using tacit and explicit knowledge." Management Decision 43, no. 1 (January 1, 2005): 102–12. http://dx.doi.org/10.1108/00251740510572515.

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PurposeThis paper contrasts two perspectives on the distinction between tacit and explicit knowledge: on the one hand, the perspective that categorises knowledge as belonging to either one or the other class; and, on the other hand, the perspective that views knowledge type as a graded continuum.Design/methodology/approachThe paper explores the extensive literature on the topic, and from this literature engages in conceptual development.FindingsThe paper adopts the view that the continuum perspective, in which knowledge in a particular context has both tacit and explicit characteristics, is of particular value when considering the knowledge strategy of an organisation. Whereas the former perspective presents a well‐known dilemma, the continuum perspective permits the specification of a strategy in which the advantages of both tacit and explicit knowledge can, in principle, be obtained. One such strategy might be one that renders organisational knowledge as internally explicit, but externally tacit.Originality/valueThe paper develops a view of the explicit/tacit dilemma that leads to a possible way forward in resolving the dilemma for organisations.

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Booth, Barbara J., Nicholas Zwar, and Mark Harris. "A complexity perspective on health care improvement and reform in general practice and primary health care." Australian Journal of Primary Health 16, no. 1 (2010): 29. http://dx.doi.org/10.1071/py10003.

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Health care improvement is always on the planning agenda but can prove frustrating when ‘the system’ seems to have a life of its own and responds in unpredictable ways to reform initiatives. Looking back over 20 years of general practice and primary health care in Australia, there has been plenty of planning and plenty of change, but not always a direct cause and effect relationship between the two. This article explores in detail an alternative view to the current orthodoxy of design, control and predictability in organisational change. The language of complexity is increasingly fashionable in talking about the dynamics of organisational behaviour and health care improvement, but its popular use often ignores challenging implications. However, when interpreted through human sociology and psychology, a complexity perspective offers a better match with everyday human experience of change. As such, it offers some suggestions for leaders, policy makers and managers in health care: that uncertainty and paradox are inherent in organisational change; that health care reform must pay attention to the constraints and politics of the everyday; and that change in health systems results from the complex processes of relating among those involved and that neither ‘the system’ nor a few individuals can be accountable for overall performance and outcomes.

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Gilbert, G., and M. Sutherland. "The paradox of managing autonomy and control: An exploratory study." South African Journal of Business Management 44, no. 1 (March 30, 2013): 1–14. http://dx.doi.org/10.4102/sajbm.v44i1.144.

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Managers are frequently offered conflicting advice as to how to increase organisational success. One of these complex dilemmas is whether to grant employees autonomy, which may lead to self-management and empowerment or alternatively, exercise control which may enable managers to retain a well-focussed and goal driven workforce. This research focuses on the key factors that influence the various combinations of autonomy and control and their respective outcomes. Qualitative exploratory research was conducted using in-depth interviews with 16 leading South African management and Human Resource experts to uncover their insights regarding this dilemma. The findings suggest that combinations of autonomy and control can co-exist. Management are able to create environments with high levels of autonomy whilst simultaneously retaining high levels of monitoring and oversight when the management control is indirect. It was found that the seemingly contradictory practices of autonomy versus control are a paradox, not a dilemma. Seventeen factors were identified that influence the different levels of autonomy and control in organisations.

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Eriksson, Kristina, and Maria Eriksson. ""Kön har ingen betydelse men könsblandning är bra": "könsgörande" i två professionella sammanhang." Tidskrift för genusvetenskap 23, no. 1 (June 15, 2022): 53–72. http://dx.doi.org/10.55870/tgv.v23i1.4255.

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The artide discusses how respondents from two professional groups - medical doctors and family law secretaries - "do" gender when they talk about and (re)present themselves in their professional and organisational contexts. The respondents' stories about themselves as professionals and their professional work are analysed as gendered and gendering organisational practices. On the one hand gender is perceived as irrelevant in these professional contexts. On the other hand the respondents simultaneously talk about a mix of genders in positive terms. The paradox mention above is our analytical point of entry and by discussing how "gender neutrality" and "the good mix of genders" are constructed and related to each other we want to contribute to an increased knowledge about tightly interwoven construction processes of gender, organisation and profession. In the artide we show different ways of reading and presenting inter-views, exemplify the variety of processes of gender construction in our empirical material as well as show how the analysis of one "case" of doing gender can be elaborated. A complementary gender dichotomy seems to be a culturally hegemonic frame for doing gender and it seems to be a stable condition for the organisation-, profession- and genderconstructing processes we are discussing here. It is primarily stability that is in focus in the article. However, we also point out examples of how hegemonic constructions of gender are challenged. Through the analysis we demonstrate among other things how closely the processes mentioned above are interwoven with a naturalised heterosexuality. We also show how the paradox - "gender is irrelevant, but gender matters" - is dissolved either through the construction of gender as something else than professionalism, or through the construction of gender differences as contributing to professionalism. Regardless of whether gender is "done" irrelevant or relevant to professionalism, gendered power structures remains a nonissue.

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Ozuem, Wilson, Michelle Willis, and Kerry Howell. "Thematic analysis without paradox: sensemaking and context." Qualitative Market Research: An International Journal 25, no. 1 (January 7, 2022): 143–57. http://dx.doi.org/10.1108/qmr-07-2021-0092.

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Purpose In this paper, the authors underpin thematic analysis with a philosophical and methodological dimension and present a nuanced perspective on the application of thematic analysis in a data-driven context. Thematic analysis is a widely used qualitative analytic method; it is perceived as a transparent approach that offers single meaning. However, through Husserlian descriptive phenomenology, this paper aims to examine issues regarding subject/object and multidimensional meanings and realities. Design/methodology/approach In most extant studies, thematic analysis has become a prescriptive approach. This emerging qualitative approach has been applied to a range of studies on social and organisational issues, knowledge management and education. However, despite its wide usage, researchers are divided as to its effectiveness. Many choose quantitative approaches as an alternative, and some disagree as to what counts as the definitive framework and process for thematic analysis. Consequently, the authors provide a level of validity for thematic analysis through emphasising a specific methodological approach based on ontological and epistemological positions. Findings Contrary to the common mantra from contemporary qualitative researchers who claim thematic analysis is often based on a static and enduring approach, the current paper highlights the dynamic nature of a thematic analytic approach and offers a deeper understanding of the ways in which researchers can use the right approach to understand the emerging complex data context. Originality/value Several insights regarding the literature on thematic analysis were identified, including the current conceptualisation of thematic analysis as a dynamic approach. Understanding thematic analysis through phenomenology provides a basis on which to undertake a whole range of inclusive approaches that were previously undifferentiated from a quantitative perspective.

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Mešić, Nedžad. "Paradoxes of European free movement in times of austerity." International Journal of Sociology and Social Policy 36, no. 5/6 (June 13, 2016): 289–303. http://dx.doi.org/10.1108/ijssp-05-2015-0057.

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Purpose – The purpose of this paper is to provide insight into the capacities of social movement actors (SMAs) and interest groups to negotiate responsibility, heighten issues of accountability and earn legitimacy from authorities and the wider public for the plight of dis-privileged Roma migrant berry pickers in the Swedish labour market. Design/methodology/approach – The objective is guided by a multi-sited ethnographical approach to data collection and analysis, which theoretically anchors in social movement frame analysis. Findings – The paper proposes that SMAs, in the face of incapacities of state and industry parties, generate the potentiality to leverage immediate humanitarian distress experienced by the workers and to accentuate their political and public visibility. Research limitations/implications – Delimited by the internal organisational structure of a berry industry, partly operating behind informal employment schemes, future studies should devote closer attention in localising/identifying possible “back-stage” data-gathering settings. Practical implications – Policy-makers and special-interest organisations concerned with internal EU labour migration, labour standards and living condition issues, may consider the social and humanitarian implications of persistent responsibility ambiguities. Social implications – The paper raises issues of informal work and forms of labour exploitation. Originality/value – The paper provides deeper insight into the societal nexus in which a “hard-to-reach group” of seasonal workers faces potential and actual exploitation.

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Journal articles on the topic 'Paradoxe organisationnel'

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