Management: Thesis, Antithesis, Synthesis
Autor(a) principal: | |
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Data de Publicação: | 2000 |
Outros Autores: | , |
Tipo de documento: | Artigo |
Idioma: | eng |
Título da fonte: | Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
Texto Completo: | http://hdl.handle.net/10362/83630 |
Resumo: | Increasingly, managers live in a world of paradox. For instance, they are told that they must manage by surrendering control and that they must stay on top by continuing to learn, thus admitting that they do not fully know what they do. Paradox is becoming increasingly pervasive in and around organizations, increasing the need for an approach to management that allows both researchers and practitioners to address these paradoxes. A synthesis is required between such contradictory forces as efficiency and effectiveness, planning and action, and structure and freedom. A dialectical view of strategy and organizations, built from four identifiable principles of simultaneity, locality, minimality and generality, enables us to build the tools to achieve such synthesis. Put together, these principles offer new perspectives for researchers to look at management phenomena and provide practitioners with a means of addressing the increasingly paradoxical world that they confront. |
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Management: Thesis, Antithesis, SynthesisDialecticsImprovisationParadoxSynthesisIncreasingly, managers live in a world of paradox. For instance, they are told that they must manage by surrendering control and that they must stay on top by continuing to learn, thus admitting that they do not fully know what they do. Paradox is becoming increasingly pervasive in and around organizations, increasing the need for an approach to management that allows both researchers and practitioners to address these paradoxes. A synthesis is required between such contradictory forces as efficiency and effectiveness, planning and action, and structure and freedom. A dialectical view of strategy and organizations, built from four identifiable principles of simultaneity, locality, minimality and generality, enables us to build the tools to achieve such synthesis. Put together, these principles offer new perspectives for researchers to look at management phenomena and provide practitioners with a means of addressing the increasingly paradoxical world that they confront.Nova SBERUNPina e Cunha, MiguelVieira da Cunha, JoãoClegg, Stewart2019-10-08T09:22:21Z20002000-01-01T00:00:00Zinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/articleapplication/pdfhttp://hdl.handle.net/10362/83630engPina e Cunha, Miguel, Vieira da Cunha, João and Clegg, Stewart R., Management: Thesis, Antithesis, Synthesis (2000). FEUNL Working Paper Series No. 395info:eu-repo/semantics/openAccessreponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãoinstacron:RCAAP2024-03-11T04:37:18Zoai:run.unl.pt:10362/83630Portal AgregadorONGhttps://www.rcaap.pt/oai/openaireopendoar:71602024-03-20T03:36:21.813400Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãofalse |
dc.title.none.fl_str_mv |
Management: Thesis, Antithesis, Synthesis |
title |
Management: Thesis, Antithesis, Synthesis |
spellingShingle |
Management: Thesis, Antithesis, Synthesis Pina e Cunha, Miguel Dialectics Improvisation Paradox Synthesis |
title_short |
Management: Thesis, Antithesis, Synthesis |
title_full |
Management: Thesis, Antithesis, Synthesis |
title_fullStr |
Management: Thesis, Antithesis, Synthesis |
title_full_unstemmed |
Management: Thesis, Antithesis, Synthesis |
title_sort |
Management: Thesis, Antithesis, Synthesis |
author |
Pina e Cunha, Miguel |
author_facet |
Pina e Cunha, Miguel Vieira da Cunha, João Clegg, Stewart |
author_role |
author |
author2 |
Vieira da Cunha, João Clegg, Stewart |
author2_role |
author author |
dc.contributor.none.fl_str_mv |
RUN |
dc.contributor.author.fl_str_mv |
Pina e Cunha, Miguel Vieira da Cunha, João Clegg, Stewart |
dc.subject.por.fl_str_mv |
Dialectics Improvisation Paradox Synthesis |
topic |
Dialectics Improvisation Paradox Synthesis |
description |
Increasingly, managers live in a world of paradox. For instance, they are told that they must manage by surrendering control and that they must stay on top by continuing to learn, thus admitting that they do not fully know what they do. Paradox is becoming increasingly pervasive in and around organizations, increasing the need for an approach to management that allows both researchers and practitioners to address these paradoxes. A synthesis is required between such contradictory forces as efficiency and effectiveness, planning and action, and structure and freedom. A dialectical view of strategy and organizations, built from four identifiable principles of simultaneity, locality, minimality and generality, enables us to build the tools to achieve such synthesis. Put together, these principles offer new perspectives for researchers to look at management phenomena and provide practitioners with a means of addressing the increasingly paradoxical world that they confront. |
publishDate |
2000 |
dc.date.none.fl_str_mv |
2000 2000-01-01T00:00:00Z 2019-10-08T09:22:21Z |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
http://hdl.handle.net/10362/83630 |
url |
http://hdl.handle.net/10362/83630 |
dc.language.iso.fl_str_mv |
eng |
language |
eng |
dc.relation.none.fl_str_mv |
Pina e Cunha, Miguel, Vieira da Cunha, João and Clegg, Stewart R., Management: Thesis, Antithesis, Synthesis (2000). FEUNL Working Paper Series No. 395 |
dc.rights.driver.fl_str_mv |
info:eu-repo/semantics/openAccess |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf |
dc.publisher.none.fl_str_mv |
Nova SBE |
publisher.none.fl_str_mv |
Nova SBE |
dc.source.none.fl_str_mv |
reponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação instacron:RCAAP |
instname_str |
Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação |
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RCAAP |
institution |
RCAAP |
reponame_str |
Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
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Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
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Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação |
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