- 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
How does organizational change involve “working through paradox,” what is the role of rhetoric in that process, and what are its outcomes? We show that working through paradox during organizational change involves the integrating rhetoric of metaphor and the differentiating rhetoric of irony. Irony generates critique and provides space for considering the possibility of organizational change. Metaphor links disparate elements together and thus resolves the contradiction generated by irony. Through a model of critique and resolution, we show how cycling between metaphor and irony facilitates a greater awareness by employees of their own ambivalence toward organizational change, thus increasing possibilities for reflexive engagement with organizational change.
John A. A. Sillince earned his PhD in social science at the London School of Economics, is a senior editor at Organization Studies and is a professor of strategy and management at Newcastle University Business School. His research on rhetoric has been published in journals such as Organization Studies, Human Relations, Journal of Management Studies, Academy of Management Journal, Academy of Management Review, and Organization Science.
Benjamin D. Golant completed his doctorate at Royal Holloway, University of London, and is a research fellow at the University of Edinburgh Business School. His research focuses on the role of rhetoric and narrative in leadership, identity, and strategic change and has been published in Organization Studies, Human Relations, and Organization.
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