Academic literature on the topic 'Organisational paradox'
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Journal articles on the topic "Organisational paradox"
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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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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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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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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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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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Channuntapipat, Charika. "Assurance for service organisations: contextualising accountability and trust." Managerial Auditing Journal 33, no. 4 (April 3, 2018): 340–59. http://dx.doi.org/10.1108/maj-06-2017-1588.
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Purpose A number of organisations outsource their information systems and information technology infrastructure to a type of organisation called a “service organisation”. In the current business environment, where cyber risks are increasing, it is important to have a mechanism to ensure the credibility of these service organisations. This paper, therefore, aims to understand the contextualisation of accountability and trust of related organisations through the use of assurance engagements. Design/methodology/approach This paper is conceptual in nature; however, textual data sources are used to support the theorisation of accountability and trust in the context of companies using service organisations. It uses publicly available assurance reports and related assurance standards for observing the accountability mechanism in practice, to understand the purpose of the assurance. Findings Assurance statements for service organisations mainly provide reputation-based, not contract-based, accountability. Limited access to the assurance reports and limited responsibility of service auditors potentially decrease the degree of this reputation-based accountability. The findings reveal a potential accountability paradox regarding the role of assurance practice, as to whether it serves as a managerial tool to build trust or as an accountability mechanism for stakeholders. Originality/value This paper extends the understanding of accountability and trust in the context of this unconventional form of organisational relationship. It urges more transparency in terms of the accessibility of assurance reports to provide information to wider stakeholders. The findings add to the latent literature on organisational trust and voluntary assurance practice.
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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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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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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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FLECK, DENISE. "THE ROUTE TO LONG-TERM SUCCESS OF TECHNOLOGY COMPANIES." International Journal of Innovation Management 11, no. 01 (March 2007): 165–90. http://dx.doi.org/10.1142/s1363919607001667.
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Long-term success requires the challenging task of persistently creating and capturing value. Institutional theory addresses persistence in organisations and inter-organisational fields, but uncovers a paradox: while institutionalisation increases survival chances, it generates inertia, rigidity, and resistance to change, and therefore reduces long-term competitive advantage. The historical analysis of two long-lived electrical manufacturing companies (General Electric and Westinghouse) suggests that both developed a distinctive technological competence, and, for many decades, persistently created value. However, General Electric's distinctive competences also included dynamic and value-capture capabilities. These findings suggest that long-term success may occur in the presence of institutionalisation, if institutionalisation encompasses dynamic capabilities. In addition, this paper suggests that a resource-preservation dimension be included in the dynamic capabilities construct and in institutional theory, and that depending on how institutionalisation is conducted, the organisation may create habits that prevent or foster the side effects of institutionalisation processes.
Dissertations / Theses on the topic "Organisational paradox"
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Thennakoon, Thennakoon Mudiyanselage Nadika Dharshani. "Training transfer in environments of tensions: An organisational routines perspective." Thesis, Queensland University of Technology, 2019. https://eprints.qut.edu.au/131777/1/Thennakoon%20Mudiyanselage_Thennakoon_Thesis.pdf.
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This thesis is an exploration into how training transfers in environments of tensions. The study takes place within the context of process-improvements and conceptualises the notion as ‘routine disruption’. The transfer of the trainings provided for routine actors to cope with routine changes are impacted by various strategic and defensive responses used by routine actors during a routine disruption. Peer, market and time pressures also affect the extent of training transfer in environments of tensions. A framework to study training transfer in situations of routine disruptions and tensions that emanate from contentious change is provided via this study.
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Moganedi, Kelvin Mogale. "Organisational performance as a mediating construct between employee-driven innovation and organisational ambidexterity as studied through the lens of paradox." Diss., University of Pretoria, 2019. http://hdl.handle.net/2263/73992.
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The purpose of this study was to investigate tensions between employee-driven innovation and organisational ambidexterity, and how these tensions affect organisational performance. The tensions were framed on the Paradox Theory. The study focused on South African organisations, particularly in the Johannesburg and Pretoria regions. This study adopted a positivist paradigm, deductive approach, explanatory research, and quantitative method with a total number of 172 respondents.
The analysis found that the relationship (or tension) between organisational ambidexterity and employee-driven innovation, is a mediator between the two other tensions of interest, namely, organisational ambidexterity versus organisational performance, as well as employee-driven innovation versus organisational performance. Through hypothesis testing, all three hypotheses showed tensions existed between the three constructs, respectively. The study also found respondents’ willingness and ability to be involved in employee-driven innovation initiatives, elements of ambidexterity were also observed from the results at both individual and organisational levels.
As the research was set mainly in Johannesburg and Pretoria, generalisability of the results may prove a challenge. Managers should be encouraged to set up processes that remove or reduce the friction between employees’ daily responsibilities, and involvement in innovation initiatives. In order to build an ambidextrous organisation, managers need to be deliberate about such processes, resources allocated to technology, as well as learning initiatives for both themselves and their teams. In addition, managers need to intentionally work on the behaviour of the organisation and attitudes.Mini Dissertation (MBA)--University of Pretoria, 2019.
tk2020
Gordon Institute of Business Science (GIBS)
MBA
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Connell, Michael F. "An exploratory study to understand how corporations align financial and moral-based goals to achieve effectiveness: Introducing the common good theory of organizational effectiveness." Thesis, Queensland University of Technology, 2016. https://eprints.qut.edu.au/99581/1/Michael_Connell_Thesis.pdf.
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In this thesis a new explanation is developed as to how corporations achieve specific effectiveness criteria through the harmonization of their financial and moral based goals. Findings are drawn from simultaneous case studies conducted over three years in two companies, one public and private. Based on the position that corporations are moral agents, a theoretical framework is developed and validated, which explains how effectiveness and goals are interrelated but separate constructs dependent on the common good of the organisation for their achievement. The thesis therefore provides a basis to understand how a corporation must not only do well but do good to be sustainable in modern society.
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da, Silva Themudo Nuno. "Managing the paradox : NGOs, resource dependence and organisational independence : case studies from Mexico and Portugal." Thesis, London School of Economics and Political Science (University of London), 2004. http://etheses.lse.ac.uk/2679/.
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This study explores the impact of resource relations on NGO independence. Specifically, the research question is: "Can NGOs be resource dependent on the government and remain independent. If so, how." Most of the non-profit and NGO literatures on this topic suggest a negative relationship between government funding and NGO independence, called here "the piper hypothesis" due to frequent references to the saying "they who pay the piper call the tune." The piper hypothesis, if true, describes an increasingly critical situation in this time of increasing "partnerships' between government and NGOs. However, in the organisational theory literature, Resource Dependency Perspective (RDP) suggests that organisations can pursue strategies to protect their independence and resist external control. This study explores the independence strategies pursued by NGOs when they receive government funding, drawing on and building upon an RDP lens. Independence is a complex concept encompassing many dimensions of managerial attitudes and organisational behaviour. To explore the piper hypothesis, this study adopted a qualitative research design, comparing NGO case-studies in Mexico and Portugal. Surprisingly, my findings mostly disproved the "piper hypothesis". In both countries, some NGOs that received the great majority of their funding from the government still managed to retain a very high level of organisational independence, suggesting a paradox: NGOs can in some conditions remain independent and non-governmental even when the majority of their resources are of governmental origin. There were various conditions that help explain the paradox. Contrary to common assumptions, proportion of government funding is not equal to resource dependence since NGOs are rich in non-pecuniary resources, which are often overlooked in analyses of NGO resource dependence. Moreover, the government is often not interested or is incapable of controlling NGOs, leaving much room for NGO discretion in partnership programmes. At the same time, NGOs can and do pursue strategies to protect their independence when they receive government funding. These strategies have been mostly ignored in the nonprofit and NGO literatures. One particularly important set of strategies involved strengthening organisational commitment to mission, through strengthening leadership structures and accountability to the grassroots. This set of strategies was ignored by RDP and most subsequent research on resource dependence. These findings have important implications for theory, policy and management. Contrary to much of the literature on NGOs and non-profits, resource dependence on government funding was not a sufficient condition for low organizational independence. RDP provided a useful framework to begin an exploration of why this was so. In fact, applying RDP to understand NGOs was mutually enriching. RDP suggests various independence strategies for NGOs, which have been neglected in the non-profit and NGO literatures. Likewise, examining NGOs suggested new possible independence strategies, which have been ignored by RDP. In terms of policy, government can take various steps to help protect NGO independence. In terms of management, NGOs can and often do manage the paradox of resource dependence and organisational independence, by pursuing various independence strategies. Moreover, since resource dependence can emerge from sources other than funding and because of the importance of organisational independence for NGOs and non-profits, even organisations that do not receive government funding need to take active steps to manage their independence.
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Harris, Lisa. "Technological change and the productivity paradox : the management of new technologies in UK retail banks." Thesis, Brunel University, 1999. http://bura.brunel.ac.uk/handle/2438/5259.
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Successful implementation of new technologies is necessary for survival in today's increasingly competitive banking environment. The banking sector is now the UK's largest investor in new technology. As a result of de-regulation and new technological opportunities, the dominant market position of the traditional banks is under threat from new market entrants. Such organisations are harnessing the latest technology to develop their services, and are not constrained by the costs of running national branch networks and integrating a diverse historical legacy of incompatible computer systems. This thesis addresses the question of why the massive investment by UK retail banks in information technology is not being translated into significant productivity gains. The issue is referred to in the literature as the IT productivity paradox. It will be argued that the importance of the banks to the economy as a whole, and the position of the industry as the UK's largest investor in new technology, make it a particularly suitable arena in which to study this phenomenon. Six empirical case studies of recent new technology projects are analysed by the development of grounded theory. The findings indicate that dysfunctional organisational structures and cultures, together with poor management of expertise, combine to sabotage change and constrain the potential of new technology projects. Most significantly, a lack of organisational learning is contributing to the paradox. Even successful projects had limited impact because the lessons learned were not disseminated throughout the organisation. The study concludes that the full potential offered by information technology will continue to elude the banks until their apparently complacent attitude towards organisational change is addressed.
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Halton, Anne Marie. "Multi-dimensional framework of paradoxical thinking: A qualitative exploratory study in an Australian financial services organisation." Thesis, Queensland University of Technology, 2022. https://eprints.qut.edu.au/236256/1/Anne%2BMarie%2BHalton%2BThesis%281%29.pdf.
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Pervasive and multi-level paradoxical tensions continue to impact many organisations and the individuals who work there. Despite burgeoning literature that has explored paradoxes in general, the existing research into paradoxical thinking (PxT) as an effective response to paradoxical tensions has been fragmented and lacking an overarching framework. This thesis examined several dimensions of PxT, with the aim of better understanding how PxT unfolds. Contributions include a novel conceptualisation of multilevel PxT and how it unfolds within and between individuals, collective and organisational levels, as well as over time.
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KARLSSON, MICHELLE, and CHARLOTTE VESTERLUND. "Managing the Innovation Paradox of Exploitation andExploration in R&D : Is measurement of innovation the key to promoteexploration?" Thesis, KTH, Industriell Management, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-238441.
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Managing the paradox of exploitation and exploration symbolises the simultaneous pursuit devoting enough resources to exploitation to ensure short-term profits and, at the same time, enough resources to exploration to ensure future organisational viability. Previous researchadvocates that sustained organisational performance and success highly depends on the interaction of exploitation and exploration or in other words, the balancing act between change and continuity. To strategically balance these contradictory requirements is a challenging task for most organisations since exploitation and exploration require fundamentally different organisational structures, processes, strategies and capabilities. Organisations that possess the ability to balance these contradictory requirements are referred to as ambidextrous organisations, what is evident is however that different ambidextrous strategies bring several distinctive challenges that organisations explicitly must deal with. Past literature advocates that management constitute an important part in creating organisational ambidexterity, but has nevertheless due to differentiations in organisational contexts resulted in ambiguous guidance in how to practically solve the tensions between exploitation and exploration. Scania the initiator of this thesis project, one of the world´s leading manufacturers within trucksand buses for heavy transport applications is sensing uncertainty in what undoubtedly used to be a relatively stable environment. Continues improvements has been a fundamental strategy in R&D for decades but in the face of a potentially disruptive technological shift, Scania senses urgency to leverage the innovation capability they possess, to reclaim the exploration space in order to act and seize upon these uncertainties. The purpose of this thesis is to explore how management can support and sustain the exploration space in a mature R&D department. This study builds upon a qualitative case study limited to a specific R&D department, Truck Chassis Development. To draw parallels and provide a deepened understanding of how the specific context of the organisation affect section managers at Truck Chassis Development in supporting and enabling exploration, interview data from several departments at R&D and sales & marketing is analysed. Results from this research show that there is an overall pressure for exploitation in R&D in general, and that section management encounter several challenges in supporting and sustaining the exploration space. An overall pressure for delivery precision crowds out time for exploration and present performance measurements are found to further add to this challenge since they are, to a large extent designed to measure and follow-up the relatively more certain and superior benefits from exploitation, implying that they tend to induce and support exploitative activities. The research findings provide managerial implications in terms of directing attention towards exploration through measurements of exploration.Att balansera innovationsparadoxen syftar till den organisatoriska förmågan att tillägna tillräckliga resurser för exekvering för att säkerställa kortsiktig vinst, och samtidigt, tillägna tillräckliga resurser till utforskande för att säkra ett strategiskt framtida läge. Tidigare forskning visar att organisationers långsiktiga överlevnad är beroende av dessa avvägningar, att leverera produkter med högt kundvärde är viktigt för dagens affär men får inte göras på bekostnad av att utforska möjligheter som kan resultera i framtida innovationer. Att strategiskt balansera dessa två perspektiv utgör en stor utmaning för alla organisationer eftersom att exekvering och utforskande aktiviteter kräver helt olika förutsättningar när det kommer till strukturer, processer och strategier. Företag som besitter förmågan att balansera dessa två helt olika perspektiv brukar refereras som tvehänta. Tvehänta organisationer har visat sig balansera dessa två perspektiv på olika sätt, vilka alla medför utmaningar, dock av olika slag. Tidigare forskning har betonat ledarskap och chefskap som viktiga faktorer i skapandet av tvehänta organisationer men har på grund av organisatoriska differentieringar och olikheter resulterat i vaga riktlinjer angående hur man praktiskt löser de utmaningar som uppstår mellan exekverande och utforskande aktiviteter. Scania, initiativtagare till detta arbete är ett av världens ledande tillverkare inom lastbil och buss för tunga transporter. Scania känner osäkerhet i vad som brukade vara en således stabil bransch. Ständiga förbättringar har varit en betydelsefull strategi i decennier för forskning och utveckling, FoU, men inför ett eventuellt teknikskifte inser man att en betydligt större del av arbetet måste syfta till utforskande aktiviteter. Syftet med detta examensarbete är att undersöka hur management kan möjliggöra och främja utforskande aktiviteter i en mogen FoU-avdelning. Den utförda forskningen grundar sig i en kvalitativ fallstudie som är avgränsad till en specifik FoUavdelning, chassiutveckling för lastbil. För att få en djupare förståelse för ledarskap och det ledarskapsansvar som finns i att främja och stödja utforskande aktiviteter kräver vissa organisatoriska förutsättningar har ett flertal avdelningar inom FoU-organisationen samt sälj & marknad inkluderats i studien. Den utförda forskningen visar att chefer på den undersökta avdelningen möter av ett flertal utmaningar när de försöker möjliggöra och främja utforskande aktiviteter. Det grundar sig främst i ett högt focus på leveransprecision som begränsar chefer i sin roll att stödja och främja utforskande aktiviteter, följden av detta resulterar i begränsat med tid för utforskande eftersom dessa aktiviteter inte prioriteras. Nuvarande prestationsmätning visar indikationer på att ytterligare bidra till dessa utmaningar eftersom de avser att mäta till den största grad, leveransprecision, kvalité och kostnad och där utforskande aktiviteter saknar prestationsmätning. Resultatet av denna studie bidrar med praktiska implikationer för den studerade avdelningen. Eftersom att uppmärksamhet är den mest begränsade resursen har mätvärden för utforskande aktiviteter föreslagits då mätning och styrning av utforskande aktiviteter kan bidra till att dessa aktiviteter uppmärksammas samtidigt som de kan utgöra ett stöd för sektionscheferna i deras roll att främja och stödja utforskande aktiviteter.
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Karlsson, Michélle, and Charlotte Vesterlund. "Managing the Innovation Paradox of Exploitation and Exploration in R&D - : Is measurement of innovation the key to promote exploration?" Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-246078.
Full textAbstract:
Managing the paradox of exploitation and exploration symbolises the simultaneous pursuit devoting enough resources to exploitation to ensure short-term profits and, at the same time, enough resources to exploration to ensure future organisational viability. Previous research advocates that sustained organisational performance and success highly depends on the interaction of exploitation and exploration or in other words, the balancing act between change and continuity. To strategically balance these contradictory requirements is a challenging task for most organisations since exploitation and exploration require fundamentally different organisational structures, processes, strategies and capabilities. Organisations that possess the ability to balance these contradictory requirements are referred to as ambidextrous organisations, what is evident is however that different ambidextrous strategies bring several distinctive challenges that organisations explicitly must deal with. Past literature advocates that management constitute an important part in creating organisational ambidexterity, but has nevertheless due to differentiations in organisational contexts resulted in ambiguous guidance in how to practically solve the tensions between exploitation and exploration. Scania the initiator of this thesis project, one of the world´s leading manufacturers within trucks and buses for heavy transport applications is sensing uncertainty in what undoubtedly used to be a relatively stable environment. Continues improvements has been a fundamental strategy in R&D for decades but in the face of a potentially disruptive technological shift, Scania senses urgency to leverage the innovation capability they possess, to reclaim the exploration space in order to act and seize upon these uncertainties. The purpose of this thesis is to explore how management can support and sustain the exploration space in a mature R&D department. This study builds upon a qualitative case study limited to a specific R&D department, Truck Chassis Development. To draw parallels and provide a deepened understanding of how the specific context of the organisation affect section managers at Truck Chassis Development in supporting and enabling exploration, interview data from several departments at R&D and sales & marketing is analysed. Results from this research show that there is an overall pressure for exploitation in R&D in general, and that section management encounter several challenges in supporting and sustaining the exploration space. An overall pressure for delivery precision crowds out time for exploration and present performance measurements are found to further add to this challenge since they are, to a large extent designed to measure and follow-up the relatively more certain and superior benefits from exploitation, implying that they tend to induce and support exploitative activities. The research findings provide managerial implications in terms of directing attention towards exploration through measurements of exploration.Att balansera innovationsparadoxen syftar till den organisatoriska förmågan att tillägna tillräckliga resurser för exekvering för att säkerställa kortsiktig vinst, och samtidigt, tillägna tillräckliga resurser till utforskande för att säkra ett strategiskt framtida läge. Tidigare forskning visar att organisationers långsiktiga överlevnad är beroende av dessa avvägningar, att leverera produkter med högt kundvärde är viktigt för dagens affär men får inte göras på bekostnad av att utforska möjligheter som kan resultera i framtida innovationer. Att strategiskt balansera dessa två perspektiv utgör en stor utmaning för alla organisationer eftersom att exekvering och utforskande aktiviteter kräver helt olika förutsättningar när det kommer till strukturer, processer och strategier. Företag som besitter förmågan att balansera dessa två helt olika perspektiv brukar refereras som tvehänta. Tvehänta organisationer har visat sig balansera dessa två perspektiv på olika sätt, vilka alla medför utmaningar, dock av olika slag. Tidigare forskning har betonat ledarskap och chefskap som viktiga faktorer i skapandet av tvehänta organisationer men har på grund av organisatoriska differentieringar och olikheter resulterat i vaga riktlinjer angående hur man praktiskt löser de utmaningar som uppstår mellan exekverande och utforskande aktiviteter. Scania, initiativtagare till detta arbete är ett av världens ledande tillverkare inom lastbil och buss för tunga transporter. Scania känner osäkerhet i vad som brukade vara en således stabil bransch. Ständiga förbättringar har varit en betydelsefull strategi i decennier för forskning och utveckling, FoU, men inför ett eventuellt teknikskifte inser man att en betydligt större del av arbetet måste syfta till utforskande aktiviteter. Syftet med detta examensarbete är att undersöka hur management kan möjliggöra och främja utforskande aktiviteter i en mogen FoU-avdelning. Den utförda forskningen grundar sig i en kvalitativ fallstudie som är avgränsad till en specifik FoU-avdelning, chassiutveckling för lastbil. För att få en djupare förståelse för ledarskap och det ledarskapsansvar som finns i att främja och stödja utforskande aktiviteter kräver vissa organisatoriska förutsättningar har ett flertal avdelningar inom FoU-organisationen samt sälj & marknad inkluderats i studien. Den utförda forskningen visar att chefer på den undersökta avdelningen möter av ett flertal utmaningar när de försöker möjliggöra och främja utforskande aktiviteter. Det grundar sig främst i ett högt focus på leveransprecision som begränsar chefer i sin roll att stödja och främja utforskande aktiviteter, följden av detta resulterar i begränsat med tid för utforskande eftersom dessa aktiviteter inte prioriteras. Nuvarande prestationsmätning visar indikationer på att ytterligare bidra till dessa utmaningar eftersom de avser att mäta till den största grad, leveransprecision, kvalité och kostnad och där utforskande aktiviteter saknar prestationsmätning. Resultatet av denna studie bidrar med praktiska implikationer för den studerade avdelningen. Eftersom att uppmärksamhet är den mest begränsade resursen har mätvärden för utforskande aktiviteter föreslagits då mätning och styrning av utforskande aktiviteter kan bidra till att dessa aktiviteter uppmärksammas samtidigt som de kan utgöra ett stöd för sektionscheferna i deras roll att främja och stödja utforskande aktiviteter.
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Bollecker, Gilles. "La prise en compte des paradoxes organisationnels dans la conduite du changement : le cas d'une organisation de service public évoluant vers le modèle marchand." Thesis, Strasbourg, 2012. http://www.theses.fr/2012STRAB001.
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Dans le contexte actuel, les organisations sont soumises à des bouleversements constants et confrontées de manière croissante à des objectifs contradictoires. Le secteur public ne fait pas exception, notamment dans le cadre du nouveau management public qui amène les organisations publiques à transposer des principes de gestion issus du secteur privé et à faire face à de nombreux paradoxes. Pour Morgan (2007), si le paradoxe est une des forces majeures qui font retarder le changement à tous les paliers de l’organisation, tendant à l’immobilisation, tant sur le plan psychologique que sur celui de l’action, il peut se transformer en important levier de changement. L’approche par étude de cas retenue dans le cadre de la présente recherche, nous amène à nous intéresser à un organisme de service public contraint suite à d’importantes réformes réglementaires à évoluer vers le modèle marchand. La confrontation de deux logiques antagonistes, celle d’une culture de moyens longtemps entretenue par le régime de la subvention et celle d’une culture de résultat, incontournable dans le contexte de la mise en concurrence, se manifeste à tous les niveaux de l’organisation. Après nous être attaché à mieux comprendre l’émergence et la dynamique des paradoxes organisationnels en analysant leur évolution à des périodes clés de la vie de l’organisation, nous nous intéressons aux mécanismes de transmission et aux effets des tensions contradictoires sur les acteurs de l’organisation. Nous proposons ensuite, dans le cadre d’une approche de recherche-action, des pistes permettant à l’organisation de tirer profit de ces tensions contradictoires plutôt que d’en subir leurs effets dysfonctionnants21st Century organizations encounter continuous change and are increasingly confronted with contradictory objectives. The public sector is no exception particularly in the context of new public management that results in public organizations implementing management principles originating from the private sector which lead to paradoxical outcomes. If paradox is one of the major forces constraining change at all levels of an organization, including both a psychological and action level, it can however according to Morgan (2007) be alternatively transformed into a major lever or catalyst for change. This research focuses on a case study of a public service organization confronting market pressure and examines the confrontation of two contrasting approaches, the first being one of long term objectives supported by a regime of subsidies, as opposed to a second approach consisting of short term objectives, that are self-financing and results orientated. After investigating the emergence and the dynamics of organizational paradoxes at critical periods in the evolution of the organization we focus on the transmission mechanisms and effects of conflicting tensions on the actors of the organization. We then suggest, through an action research approach, ways that enable organizations to take advantage of these conflicting tensions rather than suffer their dysfunctional effects
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Reis, Sara. "Gender mainstreaming in the EU : a paradox for women's organisations." Thesis, University of Sheffield, 2018. http://etheses.whiterose.ac.uk/20856/.
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This thesis is about transnational women’s organisations and their interaction with the European Union institutions. The focus is on how the EU’s turn to gender mainstreaming as its main approach to achieve gender equality has impacted the ability of women’s groups to organise, finance themselves, and contribute to the EU policymaking process. Three transnational women’s organisations that interact regularly with the EU in different policy fields were chosen as case studies. The starting point is the paradox that the adoption of gender mainstreaming seems to have created for women’s groups. Analysis of critiques to gender mainstreaming implementation in the literature brings out two scenarios: 1) By rhetorically opening up all policy areas to a consideration of gender, gender mainstreaming potentially affords opportunities for women’s groups’ engagement in new venues and issues; however, 2) the mal-implementation of the mechanism is widespread and may curtail not just the revolutionary potential of gender mainstreaming but can also justify the dismantling of existing women-targeting instruments and networks. The main goal of this thesis is to map out the political opportunities for women’s groups in the EU and the role of gender mainstreaming in their opening. Research proceeded in two stages: first, the implementation of gender mainstreaming in three policy areas was analysed, and second, examples of women’s groups engagement in these policy areas were scrutinised. To this end, I combined feminist institutionalist insights with the literature on EU interest representation to produce a multi-level theoretical approach capable of accounting for the EU’s characteristics that provide opportunities and constraints to women’s groups at the structural, institutional and individual level. This framework affords analytical space for women’s groups’ agency in adapting to the opportunities and pro-actively shaping them through their interaction with the EU political system. This research reveals that the political system of the EU affords opportunities and constraints for gender change and for the engagement of women’s groups. These vary according to the institutional characteristics of the diverse policy venues and to the initiative of individual actors in positions of power. Framing is a crucial strategy employed by women’s groups to circumvent resistance and shape political opportunities for themselves.
Books on the topic "Organisational paradox"
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Handy, Charles B. The age of paradox. Boston, Mass: Harvard Business School Press, 1994.
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Hearn, Jeff. Sex at work: The power and paradox of organisation sexuality. New York: St. Martin's Press, 1995.
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Wendy, Parkin, ed. Sex at work: The power and paradox of organisation sexuality. New York: St. Martin's Press, 1995.
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Jeff, Hearn. Sex at work: The power and paradox of organisation sexuality. London: Prentice Hall/Harvester Wheatsheaf, 1995.
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Wendy, Parkin, ed. Sex at work: The power and paradox of organisation sexuality. Brighton: Wheatsheaf, 1987.
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Price Waterhouse (Firm). Change Integration Team. The paradox principles: How high-performance companies manage chaos, complexity, and contradiction to achieve superior results. Chicago: Irwin Professional Pub., 1996.
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Organisation for Economic Co-operation and Development. Committee on Fiscal Affairs. Harmful tax competition: An emerging global issue. Paris: OECD, 1998.
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Perret. Paradoxe penser et gerer autrement les organisations. Ellipses Marketing, 2003.
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1930-, Harris Douglas H., National Research Council (U.S.). Committee on Human Factors., and National Research Council (U.S.). Panel on Organizational Linkages., eds. Organizational linkages: Understanding the productivity paradox. Washington, D.C: National Academy Press, 1994.
Find full textBook chapters on the topic "Organisational paradox"
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Kutsch, Elmar. "Towards a paradox mindset." In Organisational Resilience, 1–30. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003083115-1.
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Smith, Simon M., Hugues Séraphin, and Karen Cripps. "The responsible management education paradox: Applying the conceptual lens of Organisational Ambidexterity." In Business Schools, Leadership and Sustainable Development Goals, 11–30. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003244905-3.
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von Groddeck, Victoria. "Unfold the paradox! Werte beobachten – Wertekommunikation beobachten." In Organisation und Werte, 58–69. Wiesbaden: VS Verlag für Sozialwissenschaften, 2011. http://dx.doi.org/10.1007/978-3-531-93492-1_4.
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Warzecha, Bettina. "Resümee: Die erkenntnistheoretische Paradoxie in Luhmanns Theorie." In Organisationale Planungstheorie, 132–37. Wiesbaden: Deutscher Universitätsverlag, 2004. http://dx.doi.org/10.1007/978-3-322-81160-8_11.
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Warzecha, Bettina. "Die erkenntnistheoretische Paradoxie im klassisch-analytischen Planungsmodell." In Organisationale Planungstheorie, 39–44. Wiesbaden: Deutscher Universitätsverlag, 2004. http://dx.doi.org/10.1007/978-3-322-81160-8_4.
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Tietel, Erhard. "Betriebsratsvorsitzende als paradoxe Führungskräfte." In Macht und Psyche in Organisationen, 279–319. Göttingen: Vandenhoeck & Ruprecht, 2007. http://dx.doi.org/10.13109/9783666451669.279.
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Warzecha, Bettina. "Die erkenntnistheoretische Paradoxie in der konstruktivistisch-systemischen Planungstheorie." In Organisationale Planungstheorie, 105–10. Wiesbaden: Deutscher Universitätsverlag, 2004. http://dx.doi.org/10.1007/978-3-322-81160-8_8.
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Kühl, Stefan. "Paradoxe Effekte und ungewollte Nebenfolgen des Qualitätsmanagements." In Qualitätsmanagement in Organisationen, 75–113. Wiesbaden: Gabler Verlag, 2001. http://dx.doi.org/10.1007/978-3-322-90436-2_4.
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Luhmann, Niklas. "Die Paradoxie des Entscheidens." In Organisation und Entscheidung, 123–51. Wiesbaden: VS Verlag für Sozialwissenschaften, 2000. http://dx.doi.org/10.1007/978-3-322-97093-0_4.
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Luhmann, Niklas. "Die Paradoxie des Entscheidens." In Organisation und Entscheidung, 123–51. Wiesbaden: VS Verlag für Sozialwissenschaften, 2011. http://dx.doi.org/10.1007/978-3-531-93042-8_4.
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