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Paradox management delegation: inter and intra-individual variability

Listed author(s):
  • A. Valette

    (Grenoble 2 UPMF - Université Pierre Mendès France)

  • Pauline Fatien Diochon


    (Centre de Recherche Magellan - Université Jean Moulin - Lyon III - Institut d'Administration des Entreprises (IAE) - Lyon)

  • F. Burellier

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

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

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    Date of creation: 2010
    Publication status: Published in Cahier de recherche n° 2010-03 E1. 2010
    Handle: RePEc:hal:journl:halshs-00534719
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