TY - ABST

T1 - How to learn from the man in the mirror

T2 - Navigating paradoxes through self-reflexivity

AU - Lauritzen, Ghita Dragsdahl

AU - La Cour, Ander

PY - 2020

Y1 - 2020

N2 - In the light of increased organizational and environmental complexity, research turns ever more often to the notion of paradox to investigate how managers can navigate conflicting demands. However, the internal dynamics of paradox remain unclear, making it difficult to understand what exactly is meant by the concept, and how it can be managed in practice. This article notes that the full potential of paradox as an analytical tool for understanding complex situations of organizational life has not been reached, and reveals instances of organizational complexity that appear even more radical than current definitions of paradox posit. Using the sociologist Niklas Luhmann’s concepts of distinction and re-entry, we unfold the complexity of such situations and develop a typology that includes a novel type of paradox that appears underexplored. Illustrating several different ways that opposites can appear interdependent, interwoven, persistent, and synergistic, we contribute to theory- building within paradox research. Finally, we discuss our findings and managerial implications and point towards future research.

AB - In the light of increased organizational and environmental complexity, research turns ever more often to the notion of paradox to investigate how managers can navigate conflicting demands. However, the internal dynamics of paradox remain unclear, making it difficult to understand what exactly is meant by the concept, and how it can be managed in practice. This article notes that the full potential of paradox as an analytical tool for understanding complex situations of organizational life has not been reached, and reveals instances of organizational complexity that appear even more radical than current definitions of paradox posit. Using the sociologist Niklas Luhmann’s concepts of distinction and re-entry, we unfold the complexity of such situations and develop a typology that includes a novel type of paradox that appears underexplored. Illustrating several different ways that opposites can appear interdependent, interwoven, persistent, and synergistic, we contribute to theory- building within paradox research. Finally, we discuss our findings and managerial implications and point towards future research.

U2 - 10.5465/AMBPP.2020.19363abstract

DO - 10.5465/AMBPP.2020.19363abstract

M3 - Conference abstract in journal

VL - 2020

JO - Academy of Management Proceedings

JF - Academy of Management Proceedings

SN - 2151-6561

IS - 1

ER -