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Paradox management delegation: inter and intra-individual variability

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Author Info

  • A. Valette

    (Grenoble 2 UPMF - Université Pierre Mendès France - Université Pierre-Mendès-France - Grenoble II)

  • Pauline Fatien Diochon

    ()
    (Centre de Recherche Magellan - Université Jean Moulin - Lyon III : EA3713)

  • F. Burellier

    (Grenoble 2 UPMF - Université Pierre Mendès France - Université Pierre-Mendès-France - Grenoble II, CERAG - Centre d'études et de recherches appliquées à la gestion - CNRS : UMR5820 - Université Pierre-Mendès-France - Grenoble II, IAE Grenoble - Institut d'Administration des Entreprises - Grenoble - Université Pierre-Mendès-France - Grenoble II)

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    Abstract

    While paradox is increasingly presented in organisational literature as a normal, even advisable element, it is still seen as a problem by individuals who are confronted with it on a daily basis. Thus there is a clear gap between researchers' conclusions and real-life situations experienced by practitioners, or maybe a tension between two levels of analysis, organisational and individual levels. We have found that this tension has seldom been studied. In a nutshell, existing literature tends to be divided into two groups. Our research work therefore aims to study the positions of health sector professionals with respect to the paradox management that has been delegated to them, to analyse the extent to which this delegation might alter the pluralistic organisational management of paradoxes. To this end, we conducted semi-structured interviews with 14 of 16 new physician-managers working in a large teaching hospital where the reform was initiated. Our results show that individuals adopt four types of positions when faced with paradox : rejection, detachment, absorption, and transcendence.

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    Bibliographic Info

    Paper provided by HAL in its series Post-Print with number halshs-00534719.

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    Date of creation: 2010
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    Handle: RePEc:hal:journl:halshs-00534719

    Note: View the original document on HAL open archive server: http://halshs.archives-ouvertes.fr/halshs-00534719
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    Related research

    Keywords: Paradox ; management ; delegation ; individual variability;

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