Chapter 1. Introduction: The Quest for Value. 8 Part I. The external context 17 Chapter 2. The strategic context. The mother of paradox. 20 Scarcity: In need of time, skills and money. 22 Environmental change: Confusion logics in management 25 Institutional plurality: New rules of the game challenge value creation. 28 Chapter summary: Challenged organizational boundaries produce paradoxes 33 Chapter 3. The historical context. Contradictory ideals of management 35 Authority and autonomy: Reason as much as you like, but obey. 36 The interest paradigm: Organize to combat paradoxes. 38 The design paradigm: Eliminate paradoxes. 40 The needs paradigm: Build relations to guard against paradoxes. 42 The knowledge paradigm: Inspire to overcome paradoxes. 43 The complexity paradigm: Release the organization. 44 Chapter summary: Paradox theory is a corrective and a supplement to traditional organizational theory 45 Part II. The organizational paradoxes. 49 Chapter 4. The foundation. A new perspective on management in complexity. 50 The paradox concept: The birth and expansion of an alluring concept 53 Contradictions: The root system and wingspan of paradoxes. 58 Tensions: Paradoxes are experienced as tensions. 60 Chapter summary: Paradoxes unite theory positions. 63 Chapter 5. The paradox types. Tensions in organizing, performance, belonging, and learning 65 Organizing: Barriers for the post-bureaucratic organization. 66 Performing: When you reach the cross-road, go to the left and to the right 73 Belonging: You, me, us and them... 79 Learning: Tensions of time. 84 Chapter summary: Paradoxes produce devastating and constructive outcomes 88 Part III. The management tactics. 90 Chapter 6. Paradox tactics: Avoid, activate, transcend. 91 Tactical logics: The organizational ability to create value. 94 Avoidance: Avoid paradoxes. 96 Activation: Activate paradoxes. 103 Transcendence: Transcend paradoxes. 111 Turning points: Renew the organizational ability to create value. 114 Chapter summary: A new language on managing complexity. 117 Chapter 7. Value creation: Paradoxes as a holistic perspective on management 119 The building blocks: The platform of paradox management 119 Management practice: Identify and confront organizational paradoxes. 122 Chapter summary: Value creation through tensions. 125 Concluding remarks. Optimism and skepticism in the quest for value. 127 Index. ukryj opis