Paradox Management Research Articles

Humanistic technologies of support of educational processes: the paradoxes of management and self-realization

The feeling of lack of happiness, the joy of socializing within the walls of educational institutions determine the paradox of modern learning. Filling out forms, following instructions, complying with «indicators» make it impossible for a person to show such feelings. Joy and well-being in the process of transferring social experience, defining the meanings and forms of this process in the situation of mass reforms and innovations in the field of education are the research problem to which the article is devoted. The authors believe that the paradox of incompatibility of management and self-realization processes in educational institutions is solved through the use of humanistic technologies accompanying professional activities. Such technologies provide a thrifty context for working with personnel, suggest humanistic grounds for developing measurement criteria, take into account experience and feelings of participants in the process, focus on the effect of teacher-student interaction. The understanding of the dependence of well-being and happiness on professional success was formed. A person's desire to become a professional correlates with the possibility of achieving social well-being. The pedagogical profession, revealing to a person a range of possibilities for realizing the potential of his personality, provides an opportunity to achieve the desired well-being and happiness.

Телега впереди лошади, или парадоксы современного управления

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The environmental resource management paradox in an impoverished urban population: a case study from Malaysia

This study is an attempt to investigate the poverty-environment paradox from the perspective of an emerging country, namely Malaysia. To test the paradox, this study assesses attitude and behaviour of the urban poor with reference to solid waste management and their willingness to pay for an improved solid waste collection and disposal service in their residential areas. Empirical results nullify the null hypothesis, favouring urban poor as their attitude and behaviour are found to be environmentally sound and surprisingly ethical. Also, their willingness to pay for improving environmental conditions is considered to be good news for local governments, who could use this strategy in their efforts to improve the environmental conditions related to household waste management and to reduce urban poverty. Policies and initiatives, which are aiming at improving living conditions of urban poor and raising awareness among stakeholders, are crucial for reducing both the environmental degradation and urban poverty.

The Environmental Resource Management Paradox in an Impoverished Urban Population: A Case Study from Malaysia

The extent and scope of understanding the nexus between poverty and environment are so extensive as well as complex that existing studies do not provide a concrete answer to the paradox. In the same vein, this study aims to contribute further to extent literature by assessing the attitude and behavior of the urban impoverished population concerning their management of solid wastes at household level. It also determines the factors that could potentially affect their willingness to pay for an improved access to solid waste collection and disposal services in their residential areas. The empirical findings obtained through some statistical and econometric analyses do not actually support the widely voiced assertion that the poor populations degrade the environment. But the findings strongly support the fact that urban impoverished populations do not actually degrade but they protect the environment by undertaking some environment-friendly waste management practices and contributing monetarily for an improvement in the environmental quality.

The environmental resource management paradox in an impoverished urban population: a case study from Malaysia

The environmental resource management paradox in an impoverished urban population: a case study from Malaysia

The further paradoxes of asthma management: time for a new approach across the spectrum of asthma severity

A paradigm shift in asthma management that addresses the paradoxes of SABA reliever therapy is required; consideration needs to be given to replacement of SABA reliever with ICS/fast-onset β-agonist reliever therapy across the range of asthma severityhttp://ow.ly/ccff30lNLPv

Coping with Policy Paradoxes and Actor Interests in Peatland and Oil Palm Management in Indonesia

Coping with Policy Paradoxes and Actor Interests in Peatland and Oil Palm Management in Indonesia

A Paradox of Koan Study and Why Psychology Should Take Note

It has been suggested by other authors that Zen could be used as a tool to manage creative dilemmas. This paper explores how contradicting experiences may be handled by investigating how Zen practitioners handle koans. I propose that the outcome is usable in other contradicting situations such as management of paradox, double-binds, and cognitive dissonance. The outcome suggests that a particular mindset of non-dual awareness may be instrumental in how Zen practitioners approach contradiction. Which is illustrated by koan practice, that reveals how dilemmas are worked on in the Zen tradition. This difference is then theoretically applied to other situations. There is still a gap in the current psychological knowledge about the contemplative practices. It is necessary to take a closer look at the concepts used. Labeling something as “meditation” may not encompass the richness or context of the phenomenon and could overlook crucial factors giving rise to confounding results.

A Systems Perspective for Conceptualizing Sustainability in Long‐lived Family Businesses. Research Proposals on Risk Taking and Innovativeness

Sustainability has been interpreted in family business research as the outcome of typical organizational dynamics, such as a moderate aversion to risk and a lack of intent to innovate. Drawing on the systems theory, this study identifies the key drivers for a broader conceptualization of sustainability for family businesses, based on the interplay of three interacting systems. A multiple case study research design involving companies belonging to Les Henokiens (an association of bicentenary family businesses) has been conducted in this systemic conceptualization. Unlike the assumptions presented in other research, our proposals suggest that fluctuating levels of risk taking and propensity to innovate may be a management response that occurs when the equilibrium of these interacting systems is in danger. This study's contribution is that it validates the systems theory as the leading theoretical perspective in family business research, which may help overcome ‘management paradoxes’ resulting from the overlap of conflicting systems. © 2018 John Wiley & Sons, Ltd.

Toward a Holistic and Dynamic Framework of Paradox Management:Product Innovation High-Tech Firms

Paradox management is critical to a firm’s competitiveness in product innovation, which is characterized by high-level complexity, dynamism, uncertainty, and resource scarcity. Despite a surge of r...

A Temporal Perspective on Implementing Platform Business Innovation

The winner-takes-all nature of platform market competition is such that the success of a platform- based organization often depends on how rapidly it could scale-up from a startup to a dominant platform. However, we have very little processual knowledge about how platform- based organizations could scale-up successfully over time. Based on a three-year inductive field study of a platform-based organization, we show that top managers engage in temporal strategy making and paradox management to enable rapid platform scaling by enacting internal employee and external stakeholder resonance. Yet, rapid scaling in turn undermines this resonance by escalating employee task expectations and surfacing platform-related structural inefficiencies. Our findings suggest how initial rapid and agile strategic implementation of a platform strategy risks leading to a less agile and flexible organization over time.

THE BALANCE PARADOX OF MANAGEMENT

Aim: There exists an inequilibrium between the available quantity of goods and the level of consumption resulting in local economic polarisations and asymmetric capital concentrations. Replacements of real money with derivative instruments cause strong perturbations on capital markets. Consumer preferences change towards the maximization of the utility of the used capital. The above observations are a basis for the hypothesis that managers, in general, prefer to maximize the momentum profit regardless of the risk of losing the stability of macroeconomic systems.Design/Research method: It is heuristic about the objective function of an organization based on observations, that there are two excluding tendencies in formulating goals: to maximize the profit (using all possible opportunities) and simultaneously to achieve stability in the long run (keeping the micro-macro balance).Conclusions/findings: Managements cause deviations from the micro-macro balance, and at the same time trying to keep this balance. This leads to the following paradox of management (the balance dilemma of management): Managers always try to maximize opportune profits, regardless of future benefits that may be derived from keeping the equilibrium. And conversely, rational long-term stability suggests postponing most opportunities and keeping external boundaries (e.g. realizing sustainable development). However, managers’ temporary preferences lead to an increasing number of unbalanced interactions between organizations and their surroundings, up to the critical point when some catastrophic economic processes may take place.Originality/value of the article: Original heuristics based on the observations of some micro-macro economic balance relations in business practice.Implications of the research: One more paradox in the theory of management have been presented. It is important for base statements of the theory of organizational bahaviors consistency and inferring would be more accurate.Key words: General economic equilibrium, rationally bounded decisions, paradox of management, micro/macro balance, management theory.JEL: L2, M21, D5, F41

DEALING WITH PARADOXES OF AGILE PROJECT MANAGEMENT � TEAM-BASED SELF-ORGANIZATION BETWEEN PROMISES AND CHALLENGES

ABSTRACT In the last years we see an increasing use of agile frameworks like Scrum. One anchorpoint of agile methods is autonomous team-based self-organization and therefore an empowerment of agile teams and employees. However, we found two main paradoxes of agile project management: the paradox of heteronomous self-organization and the paradox of transparency. In this paper we would like to discuss our theoretical concept as well as our empirical insights. More precisely, we shed light on the self-organization and empowerment-approach of agile frameworks like Scrum in respect of the ‘agile promises’ given in the agile manifesto. Keywords agile project management, theory of paradoxes, critical management studies, Scrum, sociology of work, cooperation, organization

Is “Yin-Yang balancing” superior to ambidexterity as an approach to paradox management?

In promoting indigenous management research in China, Peter P. Li has repeatedly asserted that Yin-Yang is superior to all other cognitive frames in dealing with paradox in general and that his “Yin-Yang balancing” solution is superior to ambidexterity as an approach to paradox management in particular. Disagreeing with Peter P. Li, this paper debunks the “Yin-Yang balancing being superior to ambidexterity” assertion by making three critical points. First, at the philosophical level, Peter P. Li’s notion of “Yin-Yang balancing” is an inaccurate interpretation (or incomplete version) of the Confucian principle of Zhong-Yong that is largely compatible with Aristotle’s doctrine of the mean. Second, at the practical level, his “Yin-Yang balancing” solution, while being different from the structural ambidexterity approach, is compatible with the contextual ambidexterity approach. These first two points imply that Peter P. Li’s “Yin-Yang balancing” solution is not necessarily superior to the ambidexterity approach in particular and the Western thinking in general. Third, Robert Blake and Jane Mouton, in their 1964 book The Managerial Grid, provide a variety of approaches to managing a fundamental organizational paradox (i.e., the production-people conflict). Their analysis not only covers different ambidexterity approaches, but also offers much more insights on paradox management. More significant is that Blake and Mouton made explicit that those ambidexterity-type approaches only deal with the problem at the level of symptoms rather than root causes. This third point implies that some Western scholars have had much deeper thinking on paradox management than some Chinese colleagues may have imagined.

Organizational Actorhood and the Management of Paradox: A Visual Analysis

We extend the theorization of organizations as social actors to illuminate how external attributions of actorhood are made by the business media and how these attributions are associated with heightened environmental paradoxes confronting organizations. We analyze the visual depictions of organizations on 530 covers of an influential periodical, BusinessWeek (BW) magazine, over a 30-year period, 1978–2007. We present evidence that the visual depiction of organizational actorhood increased over time and that this depiction occurred more frequently in periods characterized by heightened paradoxical tensions in the business environment. Moreover, we find that in these periods, there is a complementarity between the visual and verbal modes: verbal text highlights the oppositional nature of paradox while the visual image offers interpretations for the management of these tensions. Our work contributes to understanding how the visual construction of organizations by external audiences can position the organization’s standing as an actor, as well as the organization’s capabilities for action under conditions of environmental challenge.

Contributors: Perinatal Viral Infections: Considering Achievements, Opportunities, and Paradoxes in Management

Contributors: Perinatal Viral Infections: Considering Achievements, Opportunities, and Paradoxes in Management

Foreword.

Departments of Obstetrics and Gynecology; and Microbiology and Immunology, Division of Maternal Fetal Medicine, SUNY Upstate Medical University, Syracuse, New York The author declares that there is nothing to disclose. Correspondence: Helene B. Bernstein, MD, PhD, Department of Obstetrics and Gynecology, Division of Maternal Fetal Medicine, SUNY Upstate Medical University, 2204 Weiskotten Hall, Syracuse, NY. E-mail: [email protected]

ПАРАДОКСЫ УПРАВЛЕНИЯ АГРОПРОМЫШЛЕННЫМ КОМПЛЕКСОМ НА РАЙОННОМ МУНИЦИПАЛЬНОМ УРОВНЕ

ПАРАДОКСЫ УПРАВЛЕНИЯ АГРОПРОМЫШЛЕННЫМ КОМПЛЕКСОМ НА РАЙОННОМ МУНИЦИПАЛЬНОМ УРОВНЕ

관계품질에 따른 서비스 회복 패러독스 관리방안에 관한 연구

관계품질에 따른 서비스 회복 패러독스 관리방안에 관한 연구

Yin-yang dialectics and communitarianism in cross-cultural management research

PurposeThe purpose of this paper is to comment on “Global implication of the indigenous epistemological system from the East: How to Apply yin-yang balancing to paradox management” by Li (2016). As a pioneer in developing indigenous Chinese management theories, Li has been focused on extracting essential principles of the Chinese yin-yang philosophy and applying them to organization and management phenomena within and outside China (Li, 1998, 2012, 2014a, b). In this paper (Li, 2016), Li sharpens his thinking on the unique attributes of the Chinese yin-yang balancing perspective so as to both distinguish it from and connect it to Western Aristotelian and Hegelian philosophies in regard to contradictions and paradoxes that are increasingly more prevalent in contemporary organizations. The author found Li’s paper thought provoking and highly relevant to cross-cultural management research. The author reflects on the yin and yang of the yin-yang perspective itself and discusses how it can be extended for theorizing about cross-cultural or inter-cultural management research.Design/methodology/approachApplying yin-yang dialectics on the East-West cultural differences, this commentary contends that the strengths and weaknesses of the cultural mindsets of the East and the West are relative and potentially complementary to each other, and seeks to balance and integrate Eastern and Western perspectives for theorizing and tackling cultural differences and conflicts in a globalized world.FindingsOn the basis of yin-yang dialectics on cultural differences, a communitarianism model is proposed for cross-cultural researchers to balance and integrate individualism and collectivism, a well-established East-West cultural difference.Originality/valueThe theoretical model of communitarianism builds upon but transcends either Eastern or Western cultural differences toward a viable global value system.