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Book part
Publication date: 15 December 2016

Ideological Call to Arms: Analyzing Institutional Contradictions in Political Party Discourse on Education and Accountability Policy, 1952–2012

Debbie H. Kim, Jeannette A. Colyvas and Allen K. Kim

Despite a legacy of research that emphasizes contradictions and their role in explaining change, less is understood about their character or the mechanisms that support…

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Abstract

Despite a legacy of research that emphasizes contradictions and their role in explaining change, less is understood about their character or the mechanisms that support them. This gap is especially problematic when making causal claims about the sources of institutional change and our overall conceptions of how institutions matter in social meanings and organizational practices. If we treat contradictions as a persistent societal feature, then a primary analytic task is to distinguish their prevalence from their effects. We address this gap in the context of US electoral discourse and education through an analysis of presidential platforms. We ask how contradictions take hold, persist, and might be observed prior to, or independently of, their strategic use. Through a novel combination of content analysis and computational linguistics, we observe contradictions in qualitative differences in form and quantitative differences in degree. Whereas much work predicts that ideologies produce contradictions between groups, our analysis demonstrates that they actually support convergence in meaning between groups while promoting contradiction within groups.

Details

How Institutions Matter!
Type: Book
DOI: https://doi.org/10.1108/S0733-558X201600048A012
ISBN: 978-1-78635-429-7

Keywords

  • Institutional contradiction
  • political discourse
  • education policy
  • computational linguistics

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Article
Publication date: 23 July 2019

Breaking the flow: a study of contradictions in information systems development (ISD)

Denis Dennehy and Kieran Conboy

The purpose of this paper is to examine contradictions (specifically tertiary and quaternary contradictions) that can disrupt the flow of work in contemporary systems…

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Abstract

Purpose

The purpose of this paper is to examine contradictions (specifically tertiary and quaternary contradictions) that can disrupt the flow of work in contemporary systems development methods.

Design/methodology/approach

This study uses Activity theory (AT) as a theoretical lens to: examine ISD flow as an interrelated activity system; and identify contradictions. AT is pertinent in the context of this study as rather than view contradictions as a threat to prematurely abandon the use of flow tools and metrics, it shows how contradictions can act as a motor for change and continuity. This study adopts a longitudinal single case study approach including face-to-face interviews with management and software development project teams, as well as direct observations and document analysis.

Findings

This study identifies tertiary and quaternary contradictions, and highlights the influence of contradictions on flow-based systems development.

Social implications

This study provides a set of contradictions for researchers and practitioners. It shows that contradictions can be culturally or politically challenging to confront, and even when resolved, can have intended or unintended consequences.

Originality/value

This paper fulfils an identified need to study ISD flow from the perspective of interrelated activity systems and beyond its initial implementation phase.

Details

Information Technology & People, vol. 33 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/ITP-02-2018-0102
ISSN: 0959-3845

Keywords

  • Qualitative method
  • Case study
  • Activity theory
  • Information system development

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Article
Publication date: 10 December 2020

Identifying contradictions in an incumbent–startup ecosystem–an activity theory approach

Stratos Baloutsos, Angeliki Karagiannaki and Katerina Pramatari

Discussion regarding systems that promote innovation, aptly named innovation ecosystems, has been intensifying both in academia and business. The purpose of this paper is…

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Abstract

Purpose

Discussion regarding systems that promote innovation, aptly named innovation ecosystems, has been intensifying both in academia and business. The purpose of this paper is to introduce the activity theory as a theoretical framework for conceptualising and studying innovation ecosystems. Using the activity theory, it investigates elements that affect the success and viability of innovation ecosystems formed between startups and incumbent firms, collaborating with an established firm within the context of an open innovation programme.

Design/methodology/approach

This study uses an exploratory case research approach and proposes the activity theory as a theoretical background to be used in innovation ecosystem research. Based on this approach, this study draws from interviews and research observations in an innovation ecosystem formed between an established firm and various startups that aim to co-develop innovative offerings.

Findings

By applying the activity theory tools, this study identifies several contradictions between interacting actors of this innovation ecosystem that can adversely affect the innovation process. Furthermore, it proposes the use of the activity theory as a fitting theoretical lens to study innovation ecosystems.

Originality/value

The novelty of this study is related to the focus on the incumbent–startup context for extending the innovation ecosystem literature. Using the activity theory as a viable methodological tool allows us to conceptualise firms as social constructs and hence pinpoint inner characteristics that can affect and shape their interactions and the broader ecosystem. This process is further enhanced by the use of primary data that give unique insights into the inner workings of innovation ecosystems by identifying underlying contradictions.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/EJIM-04-2020-0114
ISSN: 1460-1060

Keywords

  • Innovation ecosystems
  • Entrepreneurship
  • Startups
  • Activity theory

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Article
Publication date: 13 June 2016

Developing House of Quality by integrating top roof and side roof matrices and service TRIZ with a case study in banking services

Arash Shahin, Elham Bagheri Iraj and Hossein Vaez Shahrestani

– The purpose of this paper is to propose an innovative solution for prioritizing “Whats” and “Hows” and resolving contradictions among “Whats” in House of Quality (HoQ).

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Abstract

Purpose

The purpose of this paper is to propose an innovative solution for prioritizing “Whats” and “Hows” and resolving contradictions among “Whats” in House of Quality (HoQ).

Design/methodology/approach

Prioritization of the influence of the weights in correlation matrices of “Whats” and “Hows” (i.e. top roof and side roof) of HoQ and integration with TRIZ contradiction matrix have been studied. Explained through a case example of banking services, initially, contradictions among requirements of 180 customers have been identified by side roof matrix and then, the 12 by 12 non-technical contradictions matrix of service TRIZ have been used to suggest principles for resolving contradictions.

Findings

Findings imply that the use of roof and side roof weights can influence the priorities of “Whats” and “Hows.”

Research limitations/implications

Findings may assist researchers and practitioners in resolving ambiguity of the voice of customers, which in turn make the results of HoQ more accurate.

Originality/value

A new approach has been proposed in this paper for resolving contradictions of customer requirements by service TRIZ and adjusting priorities of “Whats” and “Hows” in HoQ.

Details

The TQM Journal, vol. 28 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/TQM-10-2012-0075
ISSN: 1754-2731

Keywords

  • Service quality
  • Quality function deployment
  • Customer satisfaction
  • Bank service
  • Side roof matrix
  • TRIZ
  • Non-technical contradictions matrix

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Article
Publication date: 24 May 2011

Discursive manifestations of contradictions in organizational change efforts: A methodological framework

Yrjö Engeström and Annalisa Sannino

The purpose of this paper is to introduce a new methodological framework for the identification and analysis of different types of discursive manifestations of contradictions.

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Abstract

Purpose

The purpose of this paper is to introduce a new methodological framework for the identification and analysis of different types of discursive manifestations of contradictions.

Design/methodology/approach

The paper is based on the dialectical tradition of cultural‐historical activity theory. The methodological framework is developed by means of analyzing the entire transcribed corpus of the discourse conducted in a change laboratory intervention consisting of eight sessions and altogether 189,398 words.

Findings

Four types of discursive manifestations, namely dilemmas, conflicts, critical conflicts, and double binds, could be effectively identified in the data. Specific linguistic cues were a useful first level of approaching the different types of manifestations. Critical conflicts and double binds were found to be particularly effective lenses on systemic contradictions.

Research limitations/implications

The paper points to the need for theoretical and conceptual rigor in studies using the notion of contradiction. Further empirical testing of the framework is needed and may lead to more refined or alternative categories.

Practical implications

Dynamics of different organizational change interventions may be effectively analyzed and compared with the help of the framework.

Originality/value

The paper presents an original, empirically‐tested methodological framework that may be a valuable resource for analyzes of contradictions driving organizational change.

Details

Journal of Organizational Change Management, vol. 24 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/09534811111132758
ISSN: 0953-4814

Keywords

  • Intervention
  • Organizational change
  • Organizational conflict
  • Change management

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Article
Publication date: 1 January 1998

VIEWING STRATEGIC INNOVATION THROUGH THE LOGIC OF CONTRADICTION

Linda P. Livingstone, Leslie E. Palich and Gary R. Carini

We present major aspects of two change‐oriented paradigms — formal logic and the logic of contradiction. For the Western manager, we assert that knowledge of the latter…

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Abstract

We present major aspects of two change‐oriented paradigms — formal logic and the logic of contradiction. For the Western manager, we assert that knowledge of the latter will facilitate strategic innovation in the West, similar to the trend in the Orient. Further, we identify ways in which formal logic and the logic of contradiction differ when applied to strategic innovation. Finally, we argue that the formal logic framework could inhibit competitiveness in the global business arena, whereas approaches derived from the logic of contradiction may enhance competitiveness through their influence on strategic innovation. Ultimately, the management of strategic innovation from this alternate perspective involves not only managing contradiction, but recognizing its potential positive contribution to the innovation process as well.

Details

Competitiveness Review: An International Business Journal, vol. 8 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/eb046361
ISSN: 1059-5422

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Article
Publication date: 12 June 2017

Contradictions in TQM implementation: A proposed balance from the Ghanaian perspective

Francis Yaw Banuro, Alexander Ntiri-Ampomah and Joseph Kwaku Banuro

The purpose of this paper is to confirm the existence of contradictions in total quality management (TQM) implementation among some Ghanaian companies and to provide a…

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Abstract

Purpose

The purpose of this paper is to confirm the existence of contradictions in total quality management (TQM) implementation among some Ghanaian companies and to provide a framework for balancing these contradictions.

Design/methodology/approach

Closed-ended questionnaires were used as a survey instrument. A sample of 80 managers from 40 Ghanaian multinational companies implementing TQM responded to the questionnaires.

Findings

The results showed that the implementation of TQM comes with inherent contradictions, which may hinder the success of TQM if not checked. Three pairs of contradictions were established in this study, namely “Standardization vs Innovation,” “Manipulation vs Empowerment,” and “Collectivism vs Individualism.” A framework was proposed to balance these contradictions in order to ensure TQM success.

Research limitations/implications

The study used all the 40 ISO certified firms in Ghana, but this number is quite small relative to ISO certified firms worldwide. Further, the study was done in Ghana and, for these reasons, generalization to the rest of the world is limited.

Practical implications

The proposed framework when applied by managers to balance the contradictions will achieve success in TQM implementation.

Originality/value

Previous studies have talked about the existence of the contradictions. This paper proposes a framework to balance the existing contradictions. This framework is new and has never been proposed in the literature to minimize the adverse effects of these contradictions on a firm’s profit generation.

Details

The TQM Journal, vol. 29 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/TQM-11-2016-0103
ISSN: 1754-2731

Keywords

  • Ghana
  • Customer satisfaction
  • Modularity
  • Balancing
  • Leadership principles
  • TQM principles

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Article
Publication date: 5 March 2018

Power relations in organizational change: an activity-theoretic perspective

Frank Schirmer and Silke Geithner

The purpose of this study is to develop a multi-level and politically informed perspective on organizational learning and change based on the cultural-historical activity…

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Abstract

Purpose

The purpose of this study is to develop a multi-level and politically informed perspective on organizational learning and change based on the cultural-historical activity theory (CHAT) in order to contribute to a less managerialist and more multi-voiced understanding of change. The authors aim for a better understanding of the links between expansive learning, contradictions in and of activity systems and episodic and systemic power.

Design/methodology/approach

The authors develop a framework on expansive learning, integrating the concept of faces of power. The framework is applied to a case study.

Findings

The authors show productive and restrictive effects of episodic and systemic power for dealing with contradictions in expansive learning and organizational change. The productive role of change critics and non-managerial actors is shown.

Research limitations/implications

The case study is illustrative and findings need to be validated and expanded through more detailed empirical investigations. Future studies should particularly investigate how patterns of power could itself become the object of expansive learning.

Practical implications

The framework fosters an understanding of organizational change as multi-voiced, decentralized and driven by contradictions. Emancipation of actors and protected social spaces are essential for unfolding the productive potential of multi-voicedness against the backdrop of asymmetric power relations in organizations.

Originality/value

The authors step back from a managerialist perspective on organizational change by developing a politically informed, activity theoretic perspective on learning systems. The paper contributes to a better understanding of contradictions, related multi-voicedness and effects of episodic/systemic power in expansive learning and change.

Details

Journal of Accounting & Organizational Change, vol. 14 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/JAOC-11-2016-0074
ISSN: 1832-5912

Keywords

  • Activity theory
  • Expansive learning
  • Contradictions
  • Multi-voicedness
  • Systemic power
  • Episodic power
  • Case study

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Article
Publication date: 24 May 2011

Caught between a rock and a hard place: From individually experienced double binds to collaborative change in surgery

Hannele Kerosuo

The purpose of this paper is to research a critical transition from individually‐experienced double binds to collaborative change. To this end an early phase of a change…

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Abstract

Purpose

The purpose of this paper is to research a critical transition from individually‐experienced double binds to collaborative change. To this end an early phase of a change process in a central surgical unit is studied in detail.

Design/methodology/approach

The study uses an interventionist and ethnographic methodology to research the shift from individual to collective during organizational change. Organizational change is studied as a resolution of evolving contradictions. In this early phase, contradictions can emerge as individually‐experienced double binds and crisis.

Findings

The findings of the study describe a transition in which individually‐experienced double binds and crisis become a driving force for organizational change. The dissolution of contradictions as double binds and crisis is strongly connected to emotions. When emotions are unveiled and collectively worked out, they become shared and can be understood critically. A change process is usually conceptualized as proceeding through sequential phases. This study demonstrates, however, that some phases can emerge almost coincidently in organizational change. Researchers can accelerate change with interventionist and ethnographic methodology.

Research limitations/implications

A challenge for change management is how to manage contradictions and emotions to enable change to happen. Emotions have an important role in change processes, which is also a challenge for further research.

Originality/value

An alternative and complementary approach to studying the process of change as a transition from the individual experience of contradictions to collaboratively created change is introduced in the paper.

Details

Journal of Organizational Change Management, vol. 24 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/09534811111132767
ISSN: 0953-4814

Keywords

  • Organizational change
  • Change management
  • Individual conflict

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Book part
Publication date: 29 April 2013

Product Innovation and Capital Accumulation: An Attempt to Introduce Neo-Schumpeterian Insights into Marxian Economics

Jie Meng

This article tries to introduce product innovation into Marxist theory of capital accumulation. Although in Grundrisse Marx has already foreseen the importance of product…

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Abstract

This article tries to introduce product innovation into Marxist theory of capital accumulation. Although in Grundrisse Marx has already foreseen the importance of product innovation in overcoming the limits to capital originated from the production of relative surplus value, mainstream Marxist theories of capital accumulation have up till now made few endeavours to envisage this problem. It is argued in this chapter that to introduce product innovation into Marxist theory of accumulation depends on a reconstruction of the fundamental contradictions in capital accumulation, that is the contradiction between production of surplus value and realisation of surplus value, combined with the contradiction between exchange value and use value as the driving force in its development. The production of relative surplus value based on process innovation and consequent productivity enhancement, given any specific use value, will lead to overproduction, that is the intensification of those fundamental contradictions in accumulation, which nevertheless could be mitigated by introducing product innovation. In evaluating critically the contribution by Mandel in his long waves theory, we further argue, following the lead of neo-Schumpeterians, that there is a possibility for radical product innovations to be at least semi-endogenously induced in capital accumulation, and thus paving the way for a long boom of capitalism.

Details

Contradictions: Finance, Greed, and Labor Unequally Paid
Type: Book
DOI: https://doi.org/10.1108/S0161-7230(2013)0000028010
ISBN: 978-1-78190-671-2

Keywords

  • Product innovation
  • the fundamental contradiction of capital accumulation
  • process innovation
  • the falling rate of profit
  • neo-Schumpeterian economics

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