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.
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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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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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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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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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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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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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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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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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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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Evans, Samantha, and Dennis Tourish. "Agency theory and performance appraisal: How bad theory damages learning and contributes to bad management practice." Management Learning 48, no. 3 (October 26, 2016): 271–91. http://dx.doi.org/10.1177/1350507616672736.
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Performance appraisal interviews remain central to how employees are scrutinised, rewarded and sometimes penalised by managers. But they are also often castigated as ineffective, or even harmful, to both individuals and organisations. Exploring this paradox, we highlight the influence of agency theory on the (mal)practice of performance appraisal. The performative nature of human resource management increasingly reflects an economic approach within which its practices are aligned with agency theory. Such theory assumes that actors are motivated mainly or only by economic self-interest. Close surveillance is required to eliminate the risk of shirking and other deviant behaviours. It is a pessimistic mind-set about people that undermines the supportive, co-operative and developmental rhetoric with which appraisal interviews are usually accompanied. Consequently, managers often practice appraisal interviews while holding onto two contradictory mind-sets, a state of Orwellian Doublethink that damages individual learning and organisational performance. We encourage researchers to adopt a more radical critique of appraisal practices that foregrounds issues of power, control and conflicted interests between actors beyond the analyses offered to date.
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Mogapi, Eunivicia Matlhogonolo, Margaret Mary Sutherland, and Anthony Wilson-Prangley. "Impact investing in South Africa: managing tensions between financial returns and social impact." European Business Review 31, no. 3 (May 13, 2019): 397–419. http://dx.doi.org/10.1108/ebr-11-2017-0212.
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Purpose Impact investment is an emergent field worldwide and it can play an especially important role in Africa. The aim of this study was to examine how impact investors in South Africa manage the tensions between financial returns and social impact. Design/methodology/approach The research was based on 15 semi-structured interviews with key stakeholders in the impact investment community in South Africa to understand the related challenges, trade-offs and tensions. Findings There are two opposing views expressed as to whether the tensions between financial return and social impact result in trade-offs. It is proposed that impact investors embrace this duality and seek to approach it through a contingency and a paradox view. The tensions can be approached by focussing on values alignment, contracting processes, engaged leadership and sector identification. The authors integrate the findings into a proposed framework for effective tension management in an impact investment portfolio. Research limitations/implications This study was limited to selected South African interviewees. It would be valuable to extend the study to other African countries. Practical implications The issue of values alignment between investors, fund managers and investee firms is an important finding for practice. As is the four-part iterative framework for sensing the operating environment, defining impact, organising internally and defining the investment approach. Originality/value This study contributes empirical evidence to scholarship around organisational tensions, especially work in hybrid organisations. It affirms the value of a nuanced application of paradox theory. It examines these tensions through the lived experience of impact investing professionals in an emerging market context.
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Wen, Jiang, and Shinichi Kobayashi. "An organisational approach to coping with the paradox between individual career and collective research in Japan." International Journal of Technology Management 22, no. 7/8 (2001): 794. http://dx.doi.org/10.1504/ijtm.2001.002992.
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Baudot, Pierre-Yves. "Layering Rights: The Case of Disability Policies in France (2006-2016)." Social Policy and Society 17, no. 1 (November 6, 2017): 117–31. http://dx.doi.org/10.1017/s1474746417000392.
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In France, public policies in the field of disability was transformed by the law in 11 February 2005 on ‘Equal Rights and Opportunities, Participation, and Citizenship of People with Disabilities’. The law was framed as the introduction in France of the international ‘social model of disability’, in order to combat discrimination. Yet international references in parliamentary debates leading to the adoption of this law were all but absent. How do we explain this paradox? This article aims to answer this question by showing how the newly introduced measures reflected the needs of different stakeholders involved in this public policy to maintain their positions and reform their mutual agreements. This transfer was not characterised by a thorough rethinking of the public policy subsystem, but rather resulted in layering of new rights on top of old frameworks. How then did the organisations promoting these measures manage to implement public policies despite clear contradictions between old and new goals? This article suggests that the organisational regulation of political conflict (conflict avoidance and circumvention of obstacles) and the safeguarding of embedded interests (by limiting possibilities for compromise and administrative obstruction of legal disputes) played a decisive role in this process.
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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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Hayes, Liz, Clare Hopkinson, and Alan Gordon Taylor. "Problematising qualitative research in organisations." Qualitative Research in Organizations and Management: An International Journal 11, no. 2 (June 13, 2016): 127–46. http://dx.doi.org/10.1108/qrom-07-2014-1234.
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Purpose – The purpose of this paper is to illustrate the authors’ multiple subjectivities, in research and in practice which are ever shifting in context with each other. The authors present richness of understanding which can be revealed when researchers eschew consensus, certainty and easy solutions. The authors aim to show that plurality of ontological and epistemological approaches combined with diversity in understanding and subjective experience is necessary in qualitative research in organisations. Design/methodology/approach – The authors take a playful and incomplete narrative approach in their critical reflection on the subjectivities being silenced or ignored in organisations and in academia. The authors present an unsettling and ambiguous read but the aim is to question the formulaic, linear, simplistic solutions and structures evident in organisations and academia that silence uncertainty, emotions, voice and creativity through standardisation and the rhetoric of collaboration for performance enhancement. This process the authors have termed philosophical violence. Findings – The authors identify philosophical violence as a dominant theme in qualitative research, in organisational practice and within academia. In contrast, the authors’ embodied subjectivities preclude the reaching agreement or consensus too quickly, or indeed, at all. The authors’ embodied struggles add to the understanding of ambiguity, difference, critical reflexivity and understanding, providing richness and accommodating diversity and paradox in the inquiries in the organisations. Originality/value – The authors show the struggles as hopeful and the non-collaborative collaboration as a resource from which the authors can individually and jointly develop new understandings of working and thus survive the philosophical violence found in organisations and in research. Honouring subjectivities is essential for rich qualitative research in organisations.
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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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Ngcamu, Bethuel Sibongiseni. "The Paradox of the Regional Centres Unit: The Case of eThekwini Municipality." Journal of Economics and Behavioral Studies 5, no. 7 (July 30, 2013): 432–38. http://dx.doi.org/10.22610/jebs.v5i7.417.
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Municipalities have been operating without the unit or departmental strategic plans aligned to the Integrated Development Plans (IDPs). This has led to the fragmentation of their organograms or structures. The resultant to silo-ed organisational structures are characterised by inefficiency and ineptitude caused by cadre deployment, which has directly paralysed service delivery. The primary purpose of this study was to reveal the root causes of poor customer service and delivery in municipalities by interrogating the eThekwini Municipality’s Regional Centres Unit operational activities. A qualitative case study research method was employed in this study. Data was collected through indepth interviews with a population size of 56 employees, as well as through focus groups constituted of 24 employees. A notable finding of this study was the unavailability of the approved unit’s strategic plan which has resulted to the unaligned silo-ed structure, and unclear roles and responsibilities; and ineptitude of employees. The unaligned and silo-ed structures to the approved strategic plan within eThekwini Municipality’s Regional Centres Unit have the potential value add to the literature in public administration on the ways to detect the hidden municipal administrative bottlenecks in improving the efficiency, effectiveness and acceleration of the municipal services to its customers.
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Strongman, Luke. "Understanding the ‘Public and Private' of Public and Private Partnerships." International Journal of Civic Engagement and Social Change 2, no. 2 (April 2015): 20–33. http://dx.doi.org/10.4018/ijcesc.2015040102.
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Ideas about the public realm arose from the emergence of the nation-state and the theories of sovereignty – a reaction to the claims of unrestrained power by monarchs and parliaments to make law and possibly to free the private spheres from the encroaching power of the state (Horwitz 1982). This article explores the nature of this paradox in delineating and commenting on the meanings of the shared boundaries of the terms ‘public and private' from within the context of the neoliberal critique of Keynesian policies. The public-private distinction is replete with variables such as ownership, impact on societal values, and openness to external influences within society (Perry and Rainey 1988). From an organisational communication perspective while Public and Private Partnerships may be efficient at achieving specific societal ends, they nevertheless may compromise important civic concepts in doing so.
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Newman, Janet. "Living with Ambivalence: Bureaucracy, Anti-Statism and 'Progressive' Politics." New Formations 100, no. 100 (June 1, 2020): 146–60. http://dx.doi.org/10.3898/newf:100-101.10.2020.
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This paper addresses a paradox. Bureaucracy, I argue, can be viewed as an ideological construct mobilised in both in the anti-statist rhetoric of neoliberalism, and in discourses of the 'progressive' left. But it is also integral to a range of contemporary calls for the regulation of corporate power, public action and personal conduct. Does left/progressive politics, then, mean rescuing bureaucracy in a reimagined polity capable of protecting citizens from harm and restoring notions of the state as a guarantor of public rights and justice? Or are left-inclined movements right to critique bureaucratic institutions and search for alternative organisational forms more capable of engaging or even 'empowering' citizens? The paper traces the slips and slides between negative representations of bureaucracy, regulation and the state itself, and asks how far emerging work can offer counter-narratives that serve to reimagine or reclaim them for 'progressive' purposes.
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Norlyk, Annelise, Cecilia Lykke Deleuran, and Bente Martinsen. "Struggles with infrastructures of information concerning hospital-to-home transitions." British Journal of Community Nursing 25, no. 1 (January 2, 2020): 10–15. http://dx.doi.org/10.12968/bjcn.2020.25.1.10.
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Homecare nurses play a unique role in providing care during the follow-up after hospital discharge and in preventing readmission. The aim of this study was to explore the key challenges faced by homecare nurses in relation to caring for discharged patients. Data were collected through five focus group interviews with 29 Danish homecare nurses and subjected to inductive content analyses. The key challenges faced by homecare nurses fell into three themes: struggling to see the bigger picture, caring for patients from a distance, and compromising on professionalism. The findings demonstrated a paradox between the need for information and the struggle to access this information due to complicated infrastructures of information-sharing. Homecare nurses took on a substantial responsibility in providing the best possible care despite having limited information. Ironically, by taking on this responsibility, they implicitly contribute to covering up the problems of organisational and professional information flow.
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Pinkse, Jonatan, Anne-Lorène Vernay, and Beatrice D’Ippolito. "An organisational perspective on the cluster paradox: Exploring how members of a cluster manage the tension between continuity and renewal." Research Policy 47, no. 3 (April 2018): 674–85. http://dx.doi.org/10.1016/j.respol.2018.02.002.
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Pärl, Ülle. "The role of dialogue between executives and ground-level employees mediated by MACS." Baltic Journal of Management 9, no. 2 (April 1, 2014): 189–212. http://dx.doi.org/10.1108/bjm-10-2013-0153.
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Purpose – The purpose is to understand the manner in which companies use management accounting and control systems (MACS) for dialogical communication in assisting collaboration and the coordination of actions. The task of the research is to answer the following questions: why is it important to support dialogical communication by MACS in the organisation? Who are the salient stakeholder(s) in a company implementing collaboration and cooperation? How does one analyse and understand the role of MACS as a medium for supporting dialogical communication? Which aspects of dialogical communication are (not) fulfilled in the implementation of MACS and why? Design/methodology/approach – This study's philosophical assumptions are based on relational constructivism as a social science perspective. This study uses a participative action and observation case study as its methodology. Findings – Based on this case study, it can be concluded that most of the assumptions that dialogue could take place were fulfilled in departments in need of changes for competition and economic reasons. In the departments that did not need changes, assumptions of mutual openness, mutual confirmation and non-manipulation were not fulfilled – information from MACS was hidden and censored. The open dialogue by MACS between ground and senior groups was prevented resulting in a lack of information on different practices at the organisational level. One assumption that was problematic even in departments in need of changes was the assumption of non-evaluation. There is a paradox or contradiction between the contemporary business environment needing innovativeness and creativity, which means free and open communication without evaluation, and the coordination and control function which is a common part of MACS. Research limitations/implications – In this study, the data collection, documentation and analysis were carefully conducted and several methods applied to deal with possible bias. Nevertheless, the problem of the observer bias cannot be entirely eliminated since an individual researcher can never be separated from his or her background, philosophical views and experiences. Practical implications – The paper makes a strong practical contribution. Based on this case study, it has been demonstrated that MACS could be a medium to support dialogue between senior and ground levels if: senior management sees the need for dialogue between organisational members; management and other organisational members support and believe in dialogue which could be mediated by MACS. Originality/value – The conceptual novelty of the research lies in tying the concept of dialogue in the environment of stakeholder capitalism with the MACS framework. The contribution of this research is to shed more light on the role of MACS as one option of mediums for supporting dialogue between top and ground-level managers.
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O’Connor, Louise. "How social workers understand and use their emotions in practice: A thematic synthesis literature review." Qualitative Social Work 19, no. 4 (April 23, 2019): 645–62. http://dx.doi.org/10.1177/1473325019843991.
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Emotions are intrinsic to social work. Social workers engage with people at points of crisis or need. The emotions of both practitioners and the people they interact with are central to the lived experience of practice. This paper presents a thematic synthesis of empirical studies which illuminate how social workers understand and use their emotions in practice. A search of electronic databases and reference harvesting located 28 papers which were screened against inclusion criteria and appraisal tools. Four analytic themes were identified: emotions as a dynamic relational resource; patterns of organisational and professional relationships; ambivalence, dissonance and distance and the place of emotions in professionalism and identity. Patterns and themes were found in diverse settings. This review brings together a small but valuable knowledge base. Findings suggest that emotions constitute a paradox for social work and are potentially a constructive resource. The paper concludes with suggestions for further research into the situated emotions of social work practice.
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Vince, Russ. "The learning organization as paradox." Learning Organization 25, no. 4 (May 14, 2018): 273–80. http://dx.doi.org/10.1108/tlo-08-2017-0083.
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Purpose This paper aims to describe and discuss the idea of the learning organisation as a paradox and to explore the implications of this idea for improving the longevity and influence of the learning organisation concept. Design/methodology/approach The paper presents qualitative data drawn from MBA students’ involvement in learning about leadership. Participants’ written reflections on the “Temporary Learning Organisation (TLO) Exercise” are used to illustrate paradoxical tensions emerging from their attempts to lead the emergence of a learning organisation. Findings Three inter-connected paradoxical tensions are identified: inhibited freedom, detached engagement and ambivalent enthusiasm. These can help to explain how processes and practices that encourage learning in organisations are inseparable from those that undermine the effort to learn. Originality/value The paper presents a novel way of looking at the debate between the learning organisation as a positive ideal, and the learning organisation as negative ideology. A paradox viewpoint is focused on sustaining tensions because they generate possibilities. There is much to be learned from the interplay between the desire to create ongoing learning opportunities and conscious and unconscious efforts to avoid and undermine them.
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Dierickx, Guido. "De Euro-Belgische ambtenaren : Een paradoxale prestatie." Res Publica 40, no. 2 (June 30, 1998): 219–29. http://dx.doi.org/10.21825/rp.v40i2.18558.
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The Belgian civil servants who are involved in the working groups of the European Council of Ministers on a full-time basis are a small elite corps which is hardly typical for the Belgian civil service as a whole. Most of its members belong to the Ministry of Foreign Affairs or to other ministries as these have delegates in the Permanent Representation. Their responsibilities too are rather different from those of the normal Belgian civil servant. The latter are typically engaged in the implementation of the policies designed by their political masters, the farmer are largely autonomous policy makers and negotiators, though mostly in matters of minor political importance. In one regard though, these Euro-Belgians are still recognizable as typically Belgian. Their political culture is characterized, tough to a lesser degree than that of the other senior civil servants in Belgium, by a technocratism which is very distrustful of political actors and by a remarkable level of distrust of their organisational infrastructure. Such a culture should lead to a poor performance in the working groups of the Council of Ministers. But it does not. That is the paradox this contribution intends to examine.
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Vaidelytė, Eglė, and Evelina Sodaitytė. "Job Satisfaction in the Civil Service Department of Lithuania: Analysis of Extrinsic and Intrinsic Factors." Public Policy And Administration 16, no. 3 (October 23, 2017): 390–404. http://dx.doi.org/10.5755/j01.ppaa.16.3.19337.
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Academic literature identifies job satisfaction as an important determinant of effective organisational performance, though the contemporary attention of theorists and practitioners for job satisfaction of individuals working in Lithuanian civil service is still fragmented. The article discusses the concept of job satisfaction, examines the significance of various motivational factors for civil servants’ job satisfaction and analyses the determinants of job satisfaction in the Civil Service Department of Lithuania. The empirical analysis is based on the results of quantitative research conducted in 2017. The research results revealed that job satisfaction of individuals working in the above mentioned institution is more determined by intrinsic rather than extrinsic motivational factors. Higher levels of job satisfaction are associated with sense of achievement arising from work, interesting, exciting job content and adequate promotional opportunities. The research finding also proposed the challenging trend indicating the negative correlation between job satisfaction and possibilities for to grow personal skills. This paradox is possibly explained by Simon’s bounded rationality theory, as well as by methodological specificity, and eventually opens wide platform for further research in public sector. DOI: http://dx.doi.org/10.5755/j01.ppaa.16.3.19337
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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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Khan, Shaji A., and Jintong Tang. "The Paradox of Human Resource Analytics: Being Mindful of Employees." Journal of General Management 42, no. 2 (December 2016): 57–66. http://dx.doi.org/10.1177/030630701704200205.
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Suggested as a strategic necessity, practice of HR analytics along with its potential business benefits for organisations abounds in popular press. However, the issue of how employees perceive the use of predictive analytics pertaining to themselves and the impact such perceptions may have on proximal employee outcomes has received little attention. The current research reports on the results of an exploratory study that attempts to shed light on how employees' attributions of organisations' use of HR analytics relate to their commitment to the organisation. Based on this evidence, the current research provides managerial implications related to potential employee concerns with HR analytics and their ramifications for organisations, and calls for future research to investigate these issues more thoroughly and systematically.
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Barn, Ravinder, and Balbir S. Barn. "Youth Justice in the Digital Age: A Case Study of Practitioners’ Perspectives on the Challenges and Opportunities of Social Technology in Their Techno-Habitat in the United Kingdom." Youth Justice 19, no. 3 (August 18, 2019): 185–205. http://dx.doi.org/10.1177/1473225419869568.
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This article draws on original, empirical research that focused on the use of an experimental mobile application developed by the authors and used in the domain of youth justice in England. Against a backdrop of the theory of the paradox of technology with ideas of the networked self and child rights, the article explores the use of social technology with vulnerable/marginalised young people. Given the dearth in knowledge and understanding, in this area of social technology and young people in conflict with the law, the article focuses on an important, original and fast-developing issue in contemporary youth justice. Principally, the article explores the experiences and views of practitioners to promote a better understanding of the opportunities and challenges in the adoption of social technology in working with marginalised young people. Practitioner perceptions on the use of social technology in their own practice and its associated risks and benefits are also revealed. Study findings indicate that digital opportunities and challenges are embedded in organisational and cultural structures and practices. The article discusses implications for youth justice and ultimately for young people in conflict with the law who are caught up in the system. The article raises important issues about the likely increasing use of technology as a tool in rehabilitation and desistance; and its key messages will be of considerable interest to practitioners, managers and policy-makers who will have little option, as time goes on, to enter this controversial field.
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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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Ohei, Kenneth Nwanua, and Roelien Brink. "Employability Distress: Factors Affecting ICT Graduates’ Employability and Work Integration in the Workspace." Research in World Economy 12, no. 1 (January 4, 2021): 138. http://dx.doi.org/10.5430/rwe.v12n1p138.
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There has been an ongoing debate on the subject of graduate unemployability in South Africa and the extent to which it has affected academic graduates. The growing consensus regarding intensifying levels of graduate employability distress today is explicitly supported theoretically in a number of research studies. This is despite the considerable efforts that have historically been made concerning the graduate labour force and their probable ramifications in the context of South Africa’s far-reaching labour market issues. A number of scholars both in the past and the present have identified several issues emerging from the heterogeneity of the quality of education, graduates’ capabilities and skills competencies, higher education institutions’ involvement in the industries and employers’ requirements for employment. This study aimed to explore the views that graduates conceive about employability and stress, reason for their unemployment and identify the factor that causes them to be unemployed and decisively suggest way to address these challenges. A quantitative approach and a questionnaire were used. A total of 195 questionnaires from graduates/students in the College of Business and Economics were recovered and usable. The findings reveal a paradox in the increased level of ICT graduate unemployment and skills mismatch and shortages. This has been attributed mostly to organisational changes which may have given rise to misalignment between the skills that graduates currently have and those that employers seek from graduates. Findings suggest that the kind of education obtained, graduates’ incapability to apply the skills received and work experience are factors hindering employability.
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Morin, Danielle, and Mouna Hazgui. "We are much more than watchdogs:." Journal of Accounting & Organizational Change 12, no. 4 (November 7, 2016): 568–89. http://dx.doi.org/10.1108/jaoc-08-2015-0063.
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Purpose Three decades ago, the National Audit Office (NAO) in the UK acquired the powers to evaluate the extent that the British Administration was managed with economy, efficiency and effectiveness. The NAO has since adopted a dual mission: to help Parliament hold government to account and to improve public service. This study aims to investigate value-for-money (VFM) auditors’ internalisation of a dual organisational identity: “obstructive” actions as representatives of a Supreme Audit Institution (SAI) and “enabling good practice”, induced by a will stated in the mission that the NAO authorities have adopted. Design/methodology/approach The organisational identity held and promoted by VFM auditors working at the NAO was explored in this research project. The authors specifically examined the understanding of those who claim to be serving both Parliament and organisations audited in their quest for performance improvement. The authors prompted the auditors to explain how they manage to reconcile these seemingly incompatible roles, namely, that of guardians and watchdogs who must publicly report gaps noted and that of assistants in government’s learning process. To this end, the authors conducted a field study at the NAO in September 2012 during which 21 auditors were interviewed individually and as part of two discussion groups. Findings The findings indicate that the auditors interviewed do not perceive a dichotomy in NAO’s double mission, which they believe to be congruent with their audience’s expectations. They draw meaning and usefulness from their role of monitoring the Administration if they believe they have contributed to improve public affairs management. In their view, the singular role of guardian no longer suffices. The authors conclude that VFM auditors’ recently acquired identity of “moderniser” reflects a self-efficacy expectation that prevents them from recognising the apparent paradox within their dual identity and that lets them fantasise about their real influence on the Administration. Research limitations/implications Admittedly, the limited number of auditors interviewed and who took part in discussion groups is not conducive to generalisation of the conclusions to all auditors in the NAO or to other SAIs. However, although modest in number, the auditor respondents have accumulated many years of VFM audit practice and have contributed to the production of many reports. The respondents could therefore rightfully speak of their work as VFM auditors and as representatives of an institution such as the NAO. Practical implications This study contributes to the debates about the place and role of SAIs in the control environment of Administrations. By soliciting testimonials from the actors working within the NAO, the authors could thus question certain a priori assumptions held by stakeholders in the political and administrative world for whom auditors are mere “watchdogs” of Administrations, and nothing more. Originality/value The dual mission that the NAO has adopted (similar to many other SAIs) has been formally and publicly stated. It was therefore worth investigating how experienced auditors such as those interviewed had internalised this mission. The authors argue that this dual mission, perhaps inspired by the managerialist culture that has shaped changes to the British Administration (and many other occidental Administrations) since the early 1980s and that is seemingly encouraged by Government, twists the legislator’s intentions, which are to consider SAIs’ auditors as guardians and watchdogs of Administrations, not as agents of change and improvement.
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Fudge, Nina, and Deborah Swinglehurst. "‘It's all about patient safety’: an ethnographic study of how pharmacy staff construct medicines safety in the context of polypharmacy." BMJ Open 11, no. 2 (February 2021): e042504. http://dx.doi.org/10.1136/bmjopen-2020-042504.
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ObjectiveAs polypharmacy increases, so does the complexity of prescribing, dispensing and consuming medicines. Medication safety is typically framed as the avoidance of harm, achievable through adherence to policies, guidelines and operational standards. Automation, robotics and technologies are positioned as key players in the elimination of medication error in the face of escalating demand, despite limited research illuminating how these innovations are taken up, used and adapted in practice. We explore how ‘safety’ is constructed and accomplished in community pharmacies in the context of polypharmacy.Design and settingIn-depth ethnographic case study across four community pharmacies in England (December 2017–July 2019). Data collection entailed 140 hours participant observation and 19 in-depth interviews. Practice theory informed the analysis.Participants33 pharmacy staff (counter staff, technicians, dispensers, pharmacists).ResultsIn their working practices related to polypharmacy, staff used the term ‘safety’ in explanations of why and how they were doing things in particular ways. We present three interlinked analytic themes within an overarching narrative of care: caring for the technology; caring for each other; and caring for the patient. Our study revealed a paradox: polypharmacy was visible, pervasive and productive of numerous routines, but rarely discussed as a safety concern per se. Safety meant ensuring medicines were dispensed as prescribed, and correcting errors pertaining to individual drugs through the clinical check. Pharmacy staff did not actively challenge polypharmacy, even when the volume of medicines dispensed might indicate ‘high risk' polypharmacy, locating the responsibility for polypharmacy with prescribing clinicians.Conclusion‘Safety’ in the performance of practices relating to polypharmacy was not a fixed, defined notion, but an ongoing, collaborative accomplishment, emerging within an organisational narrative of ‘care’. Despite meticulous attention to ‘safety’, carefully guarded professional boundaries meant that addressing polypharmacy per se in the context of community pharmacy was beyond reach.
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Awasthy, Richa, and Rajen K. Gupta. "A cultural paradox in organisations in India." International Journal of Indian Culture and Business Management 10, no. 4 (2015): 391. http://dx.doi.org/10.1504/ijicbm.2015.069642.
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Al Qurtuby, Sumanto. "The Paradox of Civil Society." Asian Journal of Social Science 46, no. 1-2 (2018): 5–34. http://dx.doi.org/10.1163/15685314-04601002.
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This article discusses the ambiguous role of religiously-marked civil society organisations during the Christian-Muslim communal violence in Maluku, eastern Indonesia, from approximately 1999 to 2004. During the Maluku violence, some social groups supported peace and reconciliation, while others were major backers for the collective conflict. Using Maluku as the primary case study, this article aims to re-examine a well-established Western concept of civil society that puts emphasis on three key features, as follows. First, the concept focuses on the constructive role of civil society, while ignoring its destructive contribution in society. Second, the concept focuses on formal organisations, while neglecting informal associations, networks and neighbourhoods. And third, the concept excludes the contributions of government and state institutions in the shape—and influence of—civil society organisations. The article also examines the growing theme on “alternative forms” of civil society. It studies the plurality of civil societies and investigates that form of civil society association that might help contribute to civic coexistence and which type that encourages social conflict.