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عنوان فارسی مقاله:
تصمیم گیری و تناقض: چرا مطالعات چین؟
عنوان انگلیسی مقاله:
Decision making and paradox: Why study China?
سال انتشار : 2016
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بخشی از مقاله انگلیسی:
2. Paradox and decision making
The decision making field has been largely preoccupied with contingency theory that emphasises the need to find a match between the situation and the decision problem in order to make a high quality decision. Whereas contingency theory prescribes resolving contradictions (Dibrell, Down, & Bull, 2007; Engau, Hoffman, & Busch, 2011), paradox theory has been introduced recently as an alternative to contingency theory (Smith & Lewis, 2011) which emphasizes the value of embracing opposing forces in order to achieve sustained development, particularly in complex and dynamic environments. Tensions are the main source of paradox, which foster “a tug-of-war between opposing forces” (Andriopoulos & Lewis, 2010, p. 106). This is an important perspective because the world is full of various contradictions and inconsistencies. Paradox e which reflects the common idea about a simultaneous coexistence of contradicting elements e is ubiquitous in organizational life. Clegg, da Cunha, and e Cunha (2002, p. 499) observe that the “simultaneous presence of opposites (i.e. paradoxes) is part of everyday practice”. Individuals, groups, and organisations are “inherently paradoxical” (Lewis, 2000, p. 760). In recent years paradox has attracted increasing interest in organisation and management research literature (Amason, 1996; Chen, 2008; Clegg et al., 2002; Eisenhardt, 1999; Jay, 2013; Smith & Lewis, 2011; Smith & Tushman, 2005). Paradox received attention initially in the late 1980s from Cameron and Quinn (1988) who emphasised contradictions that organisations have to deal with. March's (1991) analysis of two dimensions of organisational learning e exploration and exploitation e stimulated interest in opposing yet interrelated forces. The tension between exploration and exploitation remain one of the most studied paradoxes in management and organisation research. For example, in product design companies underlying tensions could be experiments with new technologies (exploration) and improvement existing of ones. In this context, the former stems from competing demands of designers who search for emerging markets and technological possibilities, and the latter from clients who accentuates existing manufacturing and capabilities, individual expression and collaboration (Andriopoulos & Lewis, 2010). Another common paradox organisations attend to is: “how does the freedom of individual subjectivity accommodate the structures of organization? How does the structure of organization envelop the freedom of individual subjectivity?” (Clegg et al., 2002, p. 483e484).
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کلمات کلیدی:
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