Access the full text.
Sign up today, get DeepDyve free for 14 days.
Jorge Mejía-Morelos, François Grima, Georges Trepo (2013)
Change and stability interaction processes in SMEs: a comparative case study
C. Stohl, George Cheney (2001)
Participatory Processes/Paradoxical PracticesManagement Communication Quarterly, 14
Wendy Smith, Marianne Lewis (2011)
TOWARD A THEORY OF PARADOX : A DYNAMIC EQUILIBRIUM MODEL OF ORGANIZING
T. Connolly, Brian Thorn (1990)
Discretionary Databases: Theory, Data, and Implications
Gail Fairhurst, Linda Putnam (2004)
Organizations as Discursive ConstructionsCommunication Theory, 14
A. Ven, M. Poole (1995)
Explaining Development and Change in OrganizationsAcademy of Management Review, 20
A. Strauss, J. Corbin (1998)
Basics of qualitative research : techniques and procedures for developing grounded theory
(1996)
Globalization and the local development of models for management and organization: the periphery talks back
(2012)
Paradox, contradictions, dialectics, and dualities”, working paper, Human Relations
(2003)
Environmental collaboration and constituency communication
Sarah Tracy (2004)
Dialectic, contradiction, or double bind? Analyzing and theorizing employee reactions to organizational tensionJournal of Applied Communication Research, 32
L. Harter, Kathleen Krone (2001)
The boundary-spanning role of a cooperative support organization: managing the paradox of stability and change in non-traditional organizationsJournal of Applied Communication Research, 29
L. Gruenfeld, Kenwyn Smith, D. Berg (1987)
Paradoxes of group life
C. Stohl, G. Cheney
Participatory processes/paradoxical practices: communication and the dilemmas of organizational democracy
L. Lewis, D. Seibold (1996)
Communication during intraorganizational innovation adoption: Predicting users' behavioral coping responses to innovations in organizationsCommunication Monographs, 63
Mark Granovetter (1973)
The Strength of Weak TiesAmerican Journal of Sociology, 78
Caryn Medved, K. Morrison, J. Dearing, Sam Larson, Gregory Cline, B. Brummans (2001)
Tensions in Community Health Improvement Initiatives: Communication and Collaboration in a Managed Care EnvironmentJournal of Applied Communication Research, 29
Michael Kalman, Peter Monge, Janet Fulk, Rebecca Heino (2002)
Motivations to Resolve Communication Dilemmas in Database-Mediated CollaborationCommunication Research, 29
M. Poole, A. Ven (1989)
Using Paradox to Build Management and Organization TheoriesAcademy of Management Review, 14
R. Yin (1984)
Case Study Research: Design and Methods
(1986)
Contradictions and paradoxes in organizations
Ronald Bledow, M. Frese, N. Anderson, M. Erez, J. Farr (2009)
A Dialectic Perspective on Innovation: Conflicting Demands, Multiple Pathways, and AmbidexterityIndustrial and Organizational Psychology, 2
Myeong-gu Seo, W. Creed (2002)
Institutional Contradictions, Praxis, and Institutional Change: A Dialectical PerspectiveAcademy of Management Review, 27
Peter Monge, Janet Fulk, Michael Kalman, Andrew Flanagin, Claire Parnassa, S. Rumsey (1998)
Production of Collective Action in Alliance-Based Interorganizational Communication and Information SystemsOrganization Science, 9
J. Benson (1977)
Organizations: A Dialectical View.Administrative Science Quarterly, 22
Aurélie Leclercq-Vandelannoitte (2013)
Contradiction as a medium and outcome of organizational change: a Foucauldian readingJournal of Organizational Change Management, 26
R. Quinn, K. Cameron (1990)
Paradox and transformation : toward a theory of change in organization and managementAdministrative Science Quarterly, 35
Marianne Lewis (2000)
Exploring Paradox: Toward a More Comprehensive GuideAcademy of Management Review, 25
G. DeSanctis, M. Poole (1994)
Capturing the Complexity in Advanced Technology Use: Adaptive Structuration TheoryOrganization Science, 5
J. Barge, Michael Lee, K. Maddux, R. Nabring, Bryan Townsend (2008)
Managing Dualities in Planned Change InitiativesJournal of Applied Communication Research, 36
T. Zorn, Debbie Page, George Cheney (2000)
Nuts about ChangeManagement Communication Quarterly, 13
P. Moen, E. Kelly, R. Magennis
Gender strategies: socialization, allocation, and strategic processing shaping the gendered adult life course
K. Goodpaster (1991)
Business Ethics and Stakeholder AnalysisBusiness Ethics Quarterly, 1
D. Seibold, Daisy Lemus, Dawna Ballard, Karen Myers (2009)
Organizational Communication and Applied Communication Research
Cate Watson (2013)
How (and why) to avoid making rational decisions: embracing paradox in school leadershipSchool Leadership & Management, 33
(2005)
The role of language in self-organizing
M. Hatch, Sanford Erhlich (1993)
Spontaneous Humour as an Indicator of Paradox and Ambiguity in OrganizationsOrganization Studies, 14
G.T. Fairhurst, L.L. Putnam
Paradox, contradictions, dialectics, and dualities
(1988)
Paradoxical requirements for a theory of organizational change
Janet Fulk, Andrew Flanagin, Michael Kalman, Peter Monge, Timothy Ryan (1996)
Connective and Communal Public Goods in Interactive Communication SystemsCommunication Theory, 6
(2009)
“ Online dictionary ”
C. Argyris, D. Bell, H. Raiffa, A. Tversky (1988)
PROBLEMS IN PRODUCING USABLE KNOWLEDGE FOR IMPLEMENTING LIBERATING ALTERNATIVES
L. Lewis, D. Seibold (1993)
Innovation Modification During Intraorganizational AdoptionAcademy of Management Review, 18
Bjørn Hennestad (1990)
THE SYMBOLIC IMPACT OF DOUBLE BIND LEADERSHIP: DOUBLE BIND AND THE DYNAMICS OF ORGANIZATIONAL CULTUREJournal of Management Studies, 27
Daniel Robichaud, Hélène Giroux, James Taylor (2004)
The Metaconversation: The Recursive Property of Language as a Key to OrganizingAcademy of Management Review, 29
C. Andriopoulos, Marianne Lewis (2010)
Managing Innovation Paradoxes: Ambidexterity Lessons from Leading Product Design CompaniesLong Range Planning, 43
P. Hughes, G. Brecht (1975)
Vicious Circles and Infinity: A Panoply of Paradoxes
P. Leonardi (2009)
Why Do People Reject New Technologies and Stymie Organizational Changes of which They Are in Favor? Exploring Misalignments between Social Interactions and MaterialityIO: Productivity
L. Lewis (2000)
“Blindsided by that one” and “I saw that one coming”: The relative anticipation and occurrence of communication problems and other problems in implementers' hindsightJournal of Applied Communication Research, 28
W. Koot, Ida Sabelis, S. Ybema (1996)
Contradictions in Context. Puzzling over Paradoxes in Contemporary Organizations
(1961)
Snowball sampling”,Annals
W. Koot, I. Sabelis, S. Ybema
Epilogue
A. Westenholz
Paradoxical thinking and change in frames in references
T. Hargrave, A. Ven (2006)
A Collective Action Model of Institutional InnovationAcademy of Management Review, 31
S. Berg (2006)
Snowball Sampling—I
M. Miles, A. Huberman (1994)
Qualitative Data Analysis: An Expanded Sourcebook
K. Cameron, R. Quinn (1988)
Organizational paradox and transformation.
Thomas Lindlof (1994)
Qualitative Communication Research Methods
R. Freeman (2010)
Strategic Management: A Stakeholder Approach
C. Medlin (2007)
Case Study Research
Kim Wc, Renée Mauborgne (1997)
Value innovation: the strategic logic of high growth.Harvard business review, 75 1
Ann Westenholz (1993)
Paradoxical Thinking and Change in the Frames of ReferenceOrganization Studies, 14
J. Ford, R. Backoff (1988)
Organizational change in and out of dualities and paradox.
Matthew Kraatz, Emily Block (2008)
Organizational Implications of Institutional Pluralism
P. Moen, E. Kelly, R. Magennis (2008)
Gender Strategies: Socialization, Allocation, and Strategic Selection Processes Shaping the Gendered Adult Life Course
Lotte Luscher, Marianne Lewis (2008)
Organizational Change and Managerial Sensemaking: Working Through ParadoxAcademy of Management Journal, 51
Andrew Cortell, S. Peterson (2001)
Limiting the Unintended Consequences of Institutional ChangeComparative Political Studies, 34
(2004)
Dualities and tensions of planned organizational change
Purpose – The purpose of this paper is to examine how paradox emerges during a planned change initiative to improve and dramatically transform inter‐agency information sharing. Based on interviews with key decision makers, the authors interrogate the relationships among institutional contradictions, emergent dualities, the communicative management of related organizational stakeholder paradoxes, and the consequences of enacted solutions. Design/methodology/approach – Interviews with government leaders serve as the data source. These decision makers are from justice agencies participating in planning an information‐sharing program to better protect citizens and their agencies' workforce. Findings – The data suggests that Seo and Creed's institutional contradiction “isomorphism conflicting with divergent interests” gave rise to three interdependent dualities: stakeholder self‐interest/collective good, stakeholder inclusion/exclusion, and emergent stakeholder consensus/leader driven decision making. These dualities were implicated in the enactment of paradox and its management. No matter what strategy the managers used, the consequences themselves were paradoxical, rooted in the same dualities that were originally present. Research limitations/implications – The authors sought to trace the outcomes of how leaders managed the poles of dualities, and found evidence of unintended consequences that were intriguing in their own right and were linked to stakeholder considerations. The paper underscores the importance of communication in the representation of paradoxes and how they were managed, and the unintended consequences of the solutions. Practical implications – Leaders' articulations of paradox can be tapped for improving change efforts. Originality/value – Whereas, institutional contradictions have been examined in reference to emerging paradox, and while paradoxical solutions have been studied widely, little research has investigated how institutional contradictions become simultaneously embedded in the process and the outcomes of organizational change.
Journal of Organizational Change Management – Emerald Publishing
Published: May 24, 2011
Keywords: United States of America; Organizational change; Communication management; Stakeholder analysis; Information management
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.