Access the full text.
Sign up today, get DeepDyve free for 14 days.
Wendy Smith, M. Tushman (2005)
Managing Strategic Contradictions: A Top Management Model for Managing Innovation StreamsOrganization Science, 16
L. Kołakowski, Jane Peel, L. Labedz (1969)
Marxism and Beyond: On Historical Understanding and Individual Responsibility
W. Heydebrand (1976)
Organizational Contradictions in Public Bureaucracies: Toward a Marxian Theory of Organizations*Sociological Quarterly, 18
Laure Kloetzer (2013)
Development of Professional Concepts Through Work Analysis: Tech Diving Under the Loop of Activity ClinicMind, Culture, and Activity, 20
L. Althusser
For Marx
E. Osono, Norihiko Shimizu, H. Takeuchi (2008)
Extreme Toyota: Radical Contradictions That Drive Success at the World's Best Manufacturer
F. Jameson (2009)
Valences of the Dialectic
G. Lukács
History and Class Consciousness
N. Houser, C. Kloesel (1992)
The essential Peirce : selected philosophical writings
Yrjö Engeström, Reijo Miettinen, R. Punamäki (1999)
Perspectives on activity theory: Play, learning, and instruction
J. Sartre, Arlette Elkaïm-Sartre, Quintin Hoare (1960)
Critique of Dialectical Reason
Yrjö Engeström (2008)
From Teams to Knots: Displacement and Innovation in Primary Care Medical Teams
Yrjö Engeström, A. Sannino (2010)
Studies of expansive learning: Foundations, findings and future challengesEducational Research Review, 5
L. Wilde (1989)
Marx and contradiction
G. Lukács, R. Livingstone (1972)
History and class consciousness : studies in Marxist dialecticsThe Russian Review, 31
S. Vuchinich
The sequential organization of closing in verbal family conflict
G. Bateson
Steps to an Ecology of Mind
Yrjö Engeström, Juhana Rantavuori, Hannele Kerosuo (2013)
Expansive Learning in a Library: Actions, Cycles and Deviations from Instructional IntentionsVocations and Learning, 6
M. Billig, S. Condor, D. Edwards, M. Gane, D. Middleton, A. Radley (1988)
Ideological Dilemmas: A Social Psychology of Everyday Thinking
A. Giddens (1986)
The Constitution of Society. Outline of the Theory of Structuration
J. Benson (1977)
Organizations: A Dialectical View.Administrative Science Quarterly, 22
Ėvalʹd Ilʹenkov (2008)
The Dialectics of the Abstract and the Concrete in Marx's Capital
Y. Engeström
Learning by Expanding: An Activity‐theoretical Approach to Developmental Research
Michael Young (2001)
Contextualising a New Approach to Learning: Some comments on Yrjö Engeström's theory of expansive learningJournal of Education and Work, 14
D. Tjosvold (1997)
Conflict within interdependence: Its value for productivity and individuality.
Sigal Barsade, D. Gibson (2007)
Why Does Affect Matter in OrganizationsAcademy of Management Perspectives, 21
Y. Engeström
Expansive learning at work: toward an activity‐theoretical reconceptualization
Yrjö Engeström, A. Sannino (2012)
Whatever happened to process theories of learningLearning, Culture and Social Interaction, 1
K. Marx
Capital
M. Visser, B. Heijden (2011)
Nursing under inconsistent organizational conditions: Evidence of double bind situations?Journal of Organizational Change Management, 28
T. Hargrave, A. Ven (2009)
Institutional Work: Institutional work as the creative embrace of contradiction
H. Daniels, A. Edwards, Yrjö Engeström, Tony Gallagher, S. Ludvigsen (2010)
Activity Theory in Practice: Promoting learning across boundaries and agencies
Yrjö Engeström (1999)
Communication, discourse and activityThe Communication Review, 3
A. Grimshaw (1990)
Conflict Talk: Sociolinguistic Investigations of Arguments in Conversations
Jaana Nummijoki, Yrjö Engeström (2010)
Towards co-configuration in home care of the elderly: cultivating agency by designing and implementing the Mobility Agreement
Yrjö Engeström, Hannele Kerosuo, A. Kajamaa (2007)
Beyond Discontinuity: Expansive Organizational Learning RememberedManagement Learning, 38
W. Booth (1975)
A Rhetoric of Irony
F. Vasili︠u︡k (1992)
The psychology of experiencing
A. Sannino (2008)
Experiencing Conversations: Bridging the Gap between Discourse and ActivityJournal for The Theory of Social Behaviour, 38
Gail Fairhurst, François Cooren, D. Cahill (2002)
Discursiveness, Contradiction, and Unintended Consequences in Successive DownsizingsManagement Communication Quarterly, 15
Yrjö Engeström (2007)
Putting Vygotsky to Work: The Change Laboratory as an Application of Double Stimulation
A. Sannino, H. Daniels, Kris Gutiérrez (2009)
Learning and expanding with activity theory
F. Fisher (2005)
EcoLiteracy and MetaResponsibility: ‘Steps to an Ecology of Mind’Systemic Practice and Action Research, 18
Y. Engeström
From Teams to Knots: Activity‐theoretical Studies of Collaboration and Learning at Work
Ėvalʹd Ilʹenkov, H. Creighton (1977)
Dialectical logic : essays on its history and theory
T.J. Hargrave, A.H. Van de Ven
Institutional work as the creative embrace of contradiction
F. Prenkert (2010)
Tracing the Roots of Activity Systems TheoryTheory & Psychology, 20
C. Dreu, E. Vliert (1997)
Introduction : Using conflict in organizations
M. Hatch (1997)
Irony and the Social Construction of Contradiction in the Humor of a Management TeamOrganization Science, 8
M.M. Bakhtin
The Dialogic Imagination
C.S. Peirce
The Essential Peirce: Selected Philosophical Writings. Vol. 2. 1893‐1913
F. Prenkert
Tracing the roots of activity systems theory: an analysis of the concept of mediation
Sluzki, E. Carlos, Ransom, C. Donald (1976)
Double Bind: The Foundation of Communicational Approach to the Family
James Taylor, E. Every (2010)
The Situated Organization: Case Studies in the Pragmatics of Communication Research
B.E. Litowitz
Just say no: responsibility and resistance
A. Donnellon (1996)
Team Talk: The Power of Language in Team Dynamics
Purpose – The purpose of this paper is to introduce a new methodological framework for the identification and analysis of different types of discursive manifestations of contradictions. Design/methodology/approach – The paper is based on the dialectical tradition of cultural‐historical activity theory. The methodological framework is developed by means of analyzing the entire transcribed corpus of the discourse conducted in a change laboratory intervention consisting of eight sessions and altogether 189,398 words. Findings – Four types of discursive manifestations, namely dilemmas, conflicts, critical conflicts, and double binds, could be effectively identified in the data. Specific linguistic cues were a useful first level of approaching the different types of manifestations. Critical conflicts and double binds were found to be particularly effective lenses on systemic contradictions. Research limitations/implications – The paper points to the need for theoretical and conceptual rigor in studies using the notion of contradiction . Further empirical testing of the framework is needed and may lead to more refined or alternative categories. Practical implications – Dynamics of different organizational change interventions may be effectively analyzed and compared with the help of the framework. Originality/value – The paper presents an original, empirically‐tested methodological framework that may be a valuable resource for analyzes of contradictions driving organizational change.
Journal of Organizational Change Management – Emerald Publishing
Published: May 24, 2011
Keywords: Intervention; Organizational change; Organizational conflict; Change 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.