Paradox management delegation: inter and intra-individual variability
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.
|Date of creation:||2010|
|Publication status:||Published in Cahier de recherche n° 2010-03 E1. 2010|
|Note:||View the original document on HAL open archive server: https://halshs.archives-ouvertes.fr/halshs-00534719|
|Contact details of provider:|| Web page: https://hal.archives-ouvertes.fr/|
When requesting a correction, please mention this item's handle: RePEc:hal:journl:halshs-00534719. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (CCSD)
If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.
If references are entirely missing, you can add them using this form.
If the full references list an item that is present in RePEc, but the system did not link to it, you can help with this form.
If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your profile, as there may be some citations waiting for confirmation.
Please note that corrections may take a couple of weeks to filter through the various RePEc services.