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Value Creation: Paradoxes as a Holistic Perspective on Management

  • Jan Heiberg Johansen
Chapter

Abstract

Organizational actors cannot escape acting if they encounter paradoxes in the organization. Management practices shape the organization’s tactical logics, and they are defining the organization’s ability to create value in paradoxical contexts.

This chapter summarizes the book’s main points and looks into if and how paradox management is relevant in the organization. At first, the building blocks of paradox management are crystallized. Secondly, they will be used to identify a holistic approach to management.

Keywords

Value creation in complex organizations Identification and confrontation of paradoxes The building blocks of paradox theory Value creation through tensions 

Bibliography

  1. Bengtsson, M., & Raza-Ullah, T. (2017). Paradox at an Inter-Firm Level: A Coopetition Lens. In W. K. Smith, M. W. Lewis, P. Jarzabkowski, & A. Langley (Eds.), The Oxford Handbook of Organizational Paradox. Oxford: Oxford University Press.Google Scholar
  2. Heiberg Johansen, J. (2015). Frontline Paradox Tactics. MBA dissertation, Henley Business School – University of Reading.Google Scholar
  3. Smets, M., Jarzabkowski, P., Burke, G. T., & Spee, P. (2015). Reinsurance Trading in Lloyd’s of London: Balancing Conflicting-yet-Complementary Logics in Practice. Academy of Management Journal, 58(3), 932–970.CrossRefGoogle Scholar
  4. Smith, W. K. (2014). Dynamic Decision Making: A Model of Senior Leaders Managing Strategic Paradoxes. Academy of Management Journal, 57(6), 1592–1623.CrossRefGoogle Scholar

Copyright information

© The Author(s) 2019

Authors and Affiliations

  • Jan Heiberg Johansen
    • 1
  1. 1.Independent ScholarCopenhagenDenmark

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