- 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 classical conception of dialectics is introduced and its applicability and applications in management and organization studies considered. Given its provenance in Hegelian and Marxist thought one might not expect managerialist thinkers to have embraced the central notion of contradictions—one would be mistaken. After considering managerialist accounts of contradictions, which it argues are non-dialectical, this chapter considers how the classical trinity of never-ending unfolding thesis/anti-thesis/synthesis, the result of which forms a new thesis for the endless return of the dialectic and, animated by the central elements of contradiction to the dialectic, might be used in management and organization studies. Instances of positive and negative dialectics are considered before moving to a consideration of gaps and future research, concluding, as is customary, with conclusions.
Stewart R. Clegg is a Professor in the University of Technology Sydney Business School. He is also a Strategic Research Adviser, Newcastle University Business School, UK, and a Visiting Professor, School of Business and Economics, Universidade Nova, Lisbon, Portugal
Miguel Pina e Cunha is professor of organization theory at Nova School of Business and Economics, Lisbon, Portugal. His research has been published in journals such as the Academy of Management Review, Human Relations, Journal of Management Studies, and Organization Studies. He participated in the editorial boards of several journals including the European Management Journal, Management Learning, Organization Studies, and Strategic Entrepreneurship Journal. He co-authored, with Arménio Rego and Stewart Clegg, The Virtues of Leadership: Contemporary Challenge for Global Managers (Oxford University Press, 2012).
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