PARADOXICAL PRACTICES IN PUBLIC ORGANIZATIONS: THE CASE OF A COMMERCIAL AND INDUSTRIAL ORGANIZATION / PARADOXES ORGANISATIONNAL DANS LES ORGANISATIONS PUBLIQUES : CAS D'UNE ORGANISATION A CARACTERE COMMERCIAL ET INDUSTRIEL

Public sector organizations are by nature complex multifunctional entities, attempting to reconcile partially conflicting objectives and considerations (Perrow, 1972). The advent of new public management (NPM) has only increased the number of paradoxes to be faced, since these new managerial requirements, focused on performance, efficiency and even profitability, were added to those, very present, linked to the essential principles of public action. In this study, we address the paradoxical nature of the daily work of proximity managers and identify strategies for managing the paradoxes they face. Our results confirmed two key points: 1) the presence of organizational paradoxes that affect the daily work of proximity managers; and 2) that proximity managers can respond to paradoxical tensions by applying different defensive and active approaches. They must then show a behavioral complexity that allows them to manage the paradoxes in order to take into account the multiplicity of tendencies that are expressed within the organization. Les organisations du secteur public sont par nature des entités multifonctionnelles complexes, qui tentent de concilier des objectifs et des considérations partiellement contradictoires (Perrow, 1972). L’avènement du new public management (NPM) n’a fait qu’augmenter le nombre de paradoxes à affronter, puisque ces nouvelles exigences managériales axées sur la performance, l’efficience voire la rentabilité, venaient se rajouter à celles, bien présentes, liées aux principes essentiels de l’action publique. Dans cette étude, nous abordons la nature paradoxale du travail quotidien des cadres de proximité et nous identifions les stratégies de gestion des paradoxes auxquels ils sont confrontés. Nos résultats ont permis de confirmer deux points essentiels : 1) la présence des paradoxes organisationnels qui se répercutent au niveau du travail quotidien des cadres de proximité; et 2) Ces derniers peuvent réagir aux tensions paradoxales en appliquant différentes défensives et actives. Ils doivent alors montrer une complexité comportementale leur permettant de gérer les paradoxes afin de prendre en compte la multiplicité des tendances qui s’expriment au sein de l’organisation. <p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0986/a.php" alt="Hit counter" /></p>

Inherent paradoxes in the shift to autonomous solutions provision: a multilevel investigation of the shipping industry

Transforming a traditional industry by adopting autonomous solutions is complex, generating paradoxical tensions on multiple aggregate levels. We undertake an in-depth case study of a leading maritime autonomous solutions provider and its ecosystem partners. We apply the paradox lens using thematic analysis. Our research contributes to the digital servitization literature by identifying six paradoxes inherent in the shift to autonomous solutions, nested in the micro, meso, and macro levels. We develop a multilevel framework of organizational paradoxes, delineating cascading effects of paradoxes across levels. We offer valuable insights for providers to integrate multilevel perspectives into the shift to autonomous solutions.

Managing organizational paradoxes: a case in the financial industry

PurposeThe purpose of this article is to contribute to studies on organizational ambidexterity by analyzing how an incumbent company is managing its innovation structures and balancing exploitation and exploration activities to generate value in a digital economy context.Design/methodology/approachThe research was designed in a qualitative format through a single case study in a Brazilian financial institution, with semi-structured interviews conducted with internal and external players.FindingsBased on the case study, two possible contributions emerged as results, to fill the research gap: the need to develop more complex innovation structures, which act in a way that is integrated to the ecosystem; and the establishment of an organizational function, with a specific mandate to seek innovation in new business platforms.Originality/valueAlthough the theory gives evidence about the potential that ambidexterity represents for companies, ‘how’ to orchestrate the trade-offs to achieve it is not clear, particularly in regards to first steps toward ambidexterity. This work aims to contribute to fill this gap through an empirical study in a large Brazilian company, analyzing its trajectory toward ambidexterity.

Dealing With Paradoxes, Manufacturing Governance: Organizational Change in European Third-Sector Organizations

Third-sector organizations (TSOs) in Europe have been confronted with profound changes to their regulatory and societal environments. By applying the concepts of “organizational paradoxes” and “governance,” we analyze how TSOs have adjusted their governance as a response to these environmental challenges. Based on organizational case studies in France, Germany, and the Netherlands, we argue that TSOs have found multiple ways to address tensions at the organizational level, for example, by mobilizing and combining resources, re-arranging their organizational governance and by adopting new legal forms. These changes have resulted in hybridization and increased organizational complexity that might translate into the emergence of new paradoxes at the organizational level. Therefore, dealing with paradoxes constitutes an ongoing process for TSOs that goes beyond incremental adjustments.

Paradoxes of Business: Towards A Practice Model to Attend to Paradox Tensions in Organizations and Develop the Leaders of Tomorrow

Paradoxes in business i.e. strategy paradoxes, leadership paradoxes, management and organizational paradoxes are inseparable from organizations’ front-end decision making. Existing literature has examined these paradoxes in mainly diverse theory driven perspectives that pointed towards the need to develop a learning cycle to sustain a practical model to help in navigating the business paradoxes. The aim of this paper is to uncover the best possible practical approach that would facilitate the process of navigating the paradoxes in organizations. I review a vast array of paradox and brain plasticity literature and conclude that a change in leadership behaviour towards accepting, embracing, and exercising these paradoxes in a form of a business simulation is crucial. Thus, I propose a learning model to sustain and support this practical model.

Demystifying the winning managerial characteristics for handling organizational paradoxes

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on the impact that the managerial characteristics of age, educational background, and in-company tenure and in-role tenure have on a manager's ability to handle paradoxical priorities. The results reveal that an organization's strategic paradoxes are most effectively managed by older managers and by managers with longer tenure in their role and at the company overall. Unexpectedly, managers with an economics/business educational background were found to manage paradoxes less well than those with other educational backgrounds. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Diversity management as navigation through organizational paradoxes

PurposeAccumulated evidence suggests that efforts at diversity management (DM) yield mixed results or even fail in terms of promoting workforce diversity. Previous scholarly attempts to explain the mixed results of DM initiatives provided only partial understanding. This study applies a paradox perspective to better understand the challenges of DM from the vantage point of diversity managers, who play a central role in the promotion and implementation of diversity initiatives.Design/methodology/approachIn-depth interviews with diversity managers in large business organizations in Israel explored practitioners' conceptions of the challenges underlying the implementation of diversity initiatives. A grounded theory approach was utilized.FindingsThe findings reveal the emergence of paradox: diversity initiatives generate organizational tensions that undermine their success and hence amplify the need for further diversity interventions. Three distinct paradoxes are identified: necessary change vs desire for stability; bureaucratic control vs flexible procedures; and long-term business gains vs short-term losses. Diversity managers utilize two opposing strategies to contend with these paradoxes.Research limitations/implicationsThis study does not represent voices of diverse employees or of top executives. The data focused on mid-level practitioners' descriptions of DM challenges and their methods of contending with them.Practical implicationsThe findings shed light on an effective strategy of contending with paradox. Recognizing paradox and navigating it properly may greatly advance the success of costly DM change interventions. Implications are suggested regarding the academic education and training of DM practitioners.Originality/valueBased on the paradox framework, which offers a novel vantage point for understanding the challenges of implementing DM, the findings contribute to the scholarly understanding of the limited success of DM interventions.

Paradoxes of organizational change in a merger context

PurposeThe reorganization of the Portuguese national healthcare system around networks of hospital centers was advanced for reasons promoted as those of effectiveness and efficiency and initially presented as an opportunity for organizational transcendence through synergy. The purpose of this paper is to study transcendence as felt by the authors’ participants to create knowledge about the process.Design/methodology/approachThe paper consists of an inductive approach aimed at exploring the lived experience of transcendence. The authors collected data via interviews, observations, informal conversations and archival data, in order and followed the logic of grounded theory to build theory on transcendence as process.FindingsTranscendence, however, failed to deliver its promise; consequently, the positive vision inscribed in it was subsequently re-inscribed in the system as another lost opportunity, contributing to an already unfolding vicious circle of mistrust and cynicism. The study contributes to the literature on organizational paradoxes and its effects on the reproduction of vicious circles.Practical implicationsThe search for efficiency and effectiveness through strategies of transcendence often entails managing paradoxical tensions.Social implicationsThe case was researched during the global financial crisis, which as austerity gripped the southern Eurozone gave rise to governmental decisions aimed at improving the efficiency of organizational healthcare resources. There was a sequence of advances and retreats in decision making at the governmental level that gave rise to mistrust and cynicism at operational levels (organizations, teams and individuals). One consequence of increasing cynicism at lower levels was that as further direction for change came from higher levels it became interpreted in practice as just another turn in a vicious circle of failed reform.Originality/valueThe authors contribute to the organizational literature on paradoxes by empirically researching a themes that has been well theorized (Smith and Lewis, 2011) but less researched empirically. The authors followed the processin vivo, as it unfolded in the context of complex strategic change at multiple centers.