- The Oxford Handbook of Organizational Paradox
- Foreword: Paradox in Organizational Theory
- List of Figures
- List of Tables
- List of Contributors
- Introduction: The Paradoxes of Paradox
- Ad Fontes: Philosophical Foundations of Paradox Research
- Psychoanalytic Theory, Emotion, and Organizational Paradox
- A Road Map of the Paradoxical Mind: Expanding Cognitive Theories on Organizational Paradox
- What Paradox?: Developing a Process Syntax for Organizational Research
- Organizational Dialectics
- Circumventing the Logic and Limits of Representation: <i>Otherness</i> in East–West Approaches to Paradox
- Critical Management Studies and Paradox
- Beyond Managerial Dilemmas: The Study of Institutional Paradoxes in Organization Theory
- Paradoxes of Organizational Identity
- Alternate Prisms for Pluralism and Paradox in Organizations
- Paradox in Positive Organizational Scholarship
- Managing Normative Tensions within and across Organizations: What Can the Economies of Worth and Paradox Frameworks Learn from Each Other?
- The Role of Irony and Metaphor in Working through Paradox during Organizational Change
- Reflections on the Paradoxes of Modernity: A Conversation with James March
- Paradox at an Inter-Firm Level: A Coopetition Lens
- Pathways to Ambidexterity: A Process Perspective on the Exploration–Exploitation Paradox
- Gender and Organizational Paradox
- Navigating the Paradoxes of Sustainability
- The Paradoxes of Time in Organizations
- On Organizational Circularity: Vicious and Virtuous Cycles in Organizing
- Tensions in Managing Human Resources: Introducing a Paradox Framework and Research Agenda
- Looking at Creativity through a Paradox Lens: Deeper Understanding and New Insights
- “I Am … I Said”: Paradoxical Tensions of Individual Identity
- The Paradoxical Mystery of the Missing Differences between Academics and Practitioners
- Paradox in Everyday Practice: Applying Practice-Theoretical Principles to Paradox
- Methods of Paradox
- Expanding the Paradox–Pedagogy Links: Paradox as a Threshold Concept in Management Education
- Paradox and Polarities: Finding Common Ground and Moving Forward Together: A Case Study of Polarity Thinking and Action in Charleston, South Carolina
Abstract and Keywords
The literature on paradoxes and pluralism has grown over the last decade. Although both concepts refer to multiplicity in or around organizations, they have been explored in parallel and have rarely been juxtaposed. The aim of this chapter is to discuss the possible interrelations between these concepts and their implications for the study of paradox within organizations. The chapter further seeks to contrast current notions of paradox and pluralism, and expand understanding of these phenomena by looking at them through two alternate theoretical prisms, namely Critical Management Studies (CMS) and complexity theory. In so doing, new lines of inquiry are opened up around paradoxical situations in pluralistic organizations. These alternate prisms invite further exploration into the interface between paradoxes and pluralism, and highlight the potential of performativity without instrumentality to guide strategies for balancing and benefiting from these important dimensions of contemporary organizations.
Mariline Comeau-Vallée earned her Doctorate in Management at HEC Montréal, and is now a Professor at École de la Gestion, Université du Québec à Montréal. Her research interests include interprofessional dynamics, identity negotiation, and tensions management. She has studied these topics in pluralist contexts, such as healthcare and social economy. She has contributed to the books The Oxford Handbook of Health Care Management (2016), Challenges and Opportunities in Health Care Management (2015), Social Innovation and Labour (2009) and the journals Leadership (2013) and Annals of Public and Cooperative Economics (2012).
Jean-Louis Denis earned his PhD in community health at Université de Montréal, and is full professor of health policy and management at the School of Public Health, Université de Montréal. He holds the Canada research chair on health system redesign and improvement. Recent papers have been published in BMC Health Services Research, Implementation Science, Academy of Management Annals, Public Administration, and Journal of Public Administration Research and Theory.
Julie-Maude Normandin is a PhD candidate in analysis and management of public policies at the École nationale d’administration publique. Her research focuses on crisis management, resilience, risk management, and complexity. She has published articles in the Journal of Contingencies and Crisis Management, and the International Journal of Risk Assessment and Management. She received the Joseph-Armand Bombardier Scholarship from the Social Sciences and Humanities Research Council of Canada.
Marie-Christine Therrien earned her PhD from École des Mines de Paris and is a full professor of management at the École nationale d’administration publique (Montreal, Canada). Her research interests are in resilience governance, complex organizations, and crisis management. Her research focuses on the issues of coordination of networks, analysis of organizational failures, knowledge transfer, organizational resilience, and crisis management. She has published articles in the Journal of Contingencies and Crisis Management, Resilience: International Policies, Practices and Discourses, International Journal of Risk Assessment and Management, et alia. She is the Editor-in-chief of the International Journal of Emergency Management.
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