Online from: 1988
Subject Area: Organization Studies
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|Title:||The social construction of organizational change paradoxes|
|Author(s):||Lotte S. Luscher, (Psychology Department, University of Aarhus, Aarhus, Denmark), Marianne Lewis, (College of Business, University of Cincinnati, Cincinnati, Ohio, USA), Amy Ingram, (College of Business, University of Cincinnati, Cincinnati, Ohio, USA)|
|Citation:||Lotte S. Luscher, Marianne Lewis, Amy Ingram, (2006) "The social construction of organizational change paradoxes", Journal of Organizational Change Management, Vol. 19 Iss: 4, pp.491 - 502|
|Keywords:||Organizational change, Role ambiguity|
|Article type:||Research paper|
|DOI:||10.1108/09534810610676680 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – The purpose of this paper is to explain how paradox has become a common label for the organizational complexity, ambiguity and equivocality accentuated by change.
Design/methodology/approach – As a label, paradox is socially constructed – the product of actors' daily discourses. Applying a constructivist lens and insights from systems theories, the paper explores the nature and dynamics of paradox related to changing organizations. Building from related studies, the paper proposes a framework that details recurring paradoxes, their communicative sources, and their paradoxical interplay. This action research study of the Lego Company provides an integrative example.
Findings – Most organizational phenomena that one makes the subject of study are brought out through our own social interactions. Processes and product are two sides of the same coin. Exploring paradoxes often creates circles of reflection. An understanding of paradox does not solve problems, but rather opens new possibilities and sparks circles of even greater complexity.
Originality/value – The paper provides a critique of “resolution”, identifying responses to paradox that may energize change.
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