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Paradox enactment: a power-performative view
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Orientador(es)
Resumo(s)
Paradox theory increasingly acknowledges power, yet we still lack a clear account of how power dynamics shape the lived experience and constitution of organizational paradox. Addressing the question ‘what is the role of power in shaping organizational paradoxes?’ we develop a power-performative model grounded in Clegg’s circuits of power to show how tensions become enacted, legitimized or suppressed through interactions, institutions and material infrastructures. The article contributes to paradox theory by (1) articulating an ontology of paradox as performed through situated, multilevel power relations; (2) theorizing how power dynamics influence when and how tensions are surfaced, framed or rendered invisible; and (3) advancing a critical, reflexive agenda that asks whose contradictions are recognized, whose are silenced and with what organizational effects.
Descrição
Palavras-chave
Institutional complexity Managerial cognition Paradox/dialectics Power and politics Sustainability
Contexto Educativo
Citação
Berti, M., Clegg, S., Cunha, M. P. E., & Gaim, M. et al. (in press). Paradox enactment: a power-performative view. Strategic Organization. https://doi.org/10.1177/14761270261415812