Paradox — the simultaneous existence of two inconsistent states — has become orthodox. The orthodox is now the paradox. The orthodox world of ordering, controlling and organizing is increasingly opposed to a normalizing world of disordering, disrupting and disorganizing. And organization studies cannot avoid changing its conceptions of reality as that reality changes. In the future, organization studies will be the study of paradox, how to understand it, how to use it. In this book of original contributions addressed to management and organization paradoxes the authors address the new state of the field in terms of representations — representing paradoxes — and materialisations — materialising paradoxes. The themes — although varied, ranging from dialectics to internal tensions; from collaborations to ethics and value conflicts; from resistant labourers and wharfies to cartoon characters such as The Simpsons; from the irrationalities of finance to the psychoanalytic rationalities of auditing, and from issues of governance in Asian and international business to the composition of the new knowledge work force in the business professions — cohere around core aspects of paradoxicality. Overall, the contributions to Management and Organization Paradoxes are diverse and challenging. Each contribution takes a different angle on the central theme. All of the chapters illuminate diverse aspects of contemporary paradoxes in management and organization theory. The book provides, in each of its chapters, a challenge to the still overwhelmingly rationalist views of theory and practice that dominate the field and provides new directions for understanding organizations and management.The contributors are drawn from leading European, Australian and Latin American contributors.

The notion of paradox dates back to ancient philosophy, yet only recently have scholars started to explore this idea in organizational phenomena. Two decades ago, a handful of provocative theorists urged researchers to take seriously the study of paradox, and thereby deepen our understanding of plurality, tensions, and contradictions in organizational life. Studies of organizational paradox have grown exponentially over the past two decades, canvassing varied phenomena, methods, and levels of analysis. These studies have explored such tensions as today and tomorrow, global integration and local distinctions, collaboration and competition, self and others, mission and markets. Yet even with both the depth and breadth of interest in organizational paradoxes, key issues around definitions and application remain. This Handbook seeks to aid, engage, and fuel the expanding interest in organizational paradox. Contributions to this volume depict how paradox studies inform, and are informed, by other theoretical perspectives, while creating a resource that enables scholars to learn about and apply this lens across varied organizational phenomena. The increasing complexity, volatility, and ambiguity in our world continually surfaces paradoxical dynamics. Thus, this Handbook offers insights to scholars across organizational theory.

The reality of everyday organizational life is that it is filled with uncertainty, contradictions and paradoxes. Yet leaders and managers are expected to act as though they can predict the future and bring about the impossible: that they can transform themselves and their colleagues, design different cultures, choose the values for their organization, be innovative, control conflict and have inspiring visions. Whilst managers will have had lots of experiences of being in charge, they probably realise that they are not always in control. So how might we frame a much more realistic account of what’s possible for managers to achieve? Many managers are implicitly aware of their messy reality, but they rarely spend much time reflecting on what it is that they are actually doing. Drawing on insights from the complexity sciences, process sociology and pragmatic philosophy, Chris Mowles engages directly with some principal contradictions of organizational life concerning innovation, culture change, conflict and leadership. Mowles argues that if managers proceed from the expectation that organizational life as inherently uncertain, and interactions between people are complex and often paradoxical, they start noticing different things and create possibilities for acting in different ways. Managing in Uncertainty will be of interest to practitioners, advanced students and researchers looking at management and organizational studies from a critical perspective.

Studies on culture, change and social processes within organizations have been historically organized around orthogonal approaches. While the literature on change has focused on creating pragmatic, generally simple methodologies that bypass the complexity of the data in order to emphasize the possibility of intervention, literature aimed at truly understanding of the firm and its processes has emphasized the ambiguity of organization and the difficulties involved in reaching a unitary view of its processes, let alone creating a single theory of change. Finally, the literature on family businesses has been restricted to limited views of the field, disregarding the rich insights brought by psychology, sociology or anthropology. The result of these trends has been a gap in the creation of knowledge, with a paucity of studies that link theory with practice and ground change on a comprehensive view of the social reality of the firm. This book addresses both the specific need of family businesses and the broader demands of any organization in which the issue of culture is seriously considered. Drawing on the notions and scholarship on organizations and sociology, the author proposes new concepts and tools for the change agents interested in working with the instrumental rules of the firm with the cohesive tone of the family. Organizational Culture and Paradoxes in Management will be of value to students at an advanced level, academics and reflective practitioners. It addresses the topics with regard to management and organizational studies and will be of interest to organizational scholars, consultants and leaders interested in fostering a meaningful culture within organizations and family businesses.

Paradoxes, contrary propositions that are not contestable separately but that are inconsistent when conjoined, constitute a pervasive feature of contemporary organizational life. When contradictory elements are constituted as equally important in day-to-day work, organizational actors frequently experience acute tensions in engaging with these contradictions. This Element discusses the presence of paradoxes in the life of organizations, introduces the reader to the notion of paradox in theory and practice, and distinguishes paradox and adjacent conceptualizations such as trade-off, dilemma, dialectics, ambiguity, etc. This Element also covers what triggers paradoxes and how they come into being whereby the Element distinguishes latent and salient paradoxes and how salient paradoxes are managed. This Element discusses key methodological challenges and possibilities of studying, teaching, and applying paradoxes and concludes by considering some future research questions left unexplored in the field.

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

This insightful Elgar Introduction comprises the first effort to provide a succinct overview of the field of organizational paradox theory, exploring contradictions and tensions in organizational settings. By conceptually mapping the field, it offers guidance through the literature on paradox, making space for new interpretations and applications of the concept.

This captivating book delves into the complex realm of management and organizational dynamics, focusing on the significance of paradoxes. From the intricate interplay between social obligations and business missions to the tension between stability and change, this textbook unveils the essence of these enduring contradictions. As organizations evolve, paradoxes become defining features, and illustrative cases of this are included throughout the textbook. Organizational Paradoxes equips students of organization management, organization change and strategy with an understanding of paradoxes, their philosophical underpinnings and their management in practice. Medhanie Gaim (PhD) is Associate Professor of Management at Umeå School of Business, Economics, and Statistics, Sweden. Stewart Clegg is Professor at the University of Sydney in the School of Project Management and the John Grill Institute for Project Leadership and a Distinguished Emeritus Professor of the University of Technology Sydney. Miguel Pina e Cunha is the Fundação Amélia de Mello chair professor at Nova School of Business and Economics, Nova University Lisbon, Portugal.

Interdisciplinary Dialogues on Organizational Paradox is an innovative two-part volume that enriches our understanding about paradox; both deepening the theory and offering greater insight to address grand challenges we face in the world today. Part A: Learning from Belief and Science explores the realms of beliefs and physicality.

Performing Organizational Paradoxes takes a constitutive, process approach to organizational paradoxes. It underscores the performative nature of paradox through underlying dialectical tensions, its sociomaterial foundations, and power features that bring paradoxes to life, sustain them, and enable their transformation. The book first situates a constitutive approach in the extant organizational paradox literature, by broadening the constitutive approach and addressing the many debates and inaccuracies around it. For the novice, several early chapters devote themselves to considering how paradoxical tensions present themselves, invite responses, and interrelate through their organizing outcomes. For the advanced, latter chapters consider the ubiquity of power and paradox, how bodies escape the quarantine of their paradox narratives, how inventive category work can resist power-imbued paradoxes, and an agenda for future research that challenges scholars to do more on the process side of paradox. Filling an important gap in the existing literature, this book will be a key resource for scholars and students in the fields of communication, management, educational administration, organizational psychology and any other fields that study organizations.