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Book part
Publication date: 10 December 2018

Marita Svane

This chapter proposes a quantum relational process philosophy as an approach for studying organization-in-becoming as a world-creating process. Furthermore, the quantum…

Abstract

This chapter proposes a quantum relational process philosophy as an approach for studying organization-in-becoming as a world-creating process. Furthermore, the quantum relational process philosophy is tied to quantum storytelling. Whereas the quantum relational process philosophy outlines a philosophy of a processual ontology, epistemology, and ethic, quantum storytelling provides the storytelling medium through which such an ontology, epistemology, and ethic emerges through articulation and actualization. As such, the two approaches are introduced as inseparable from each other.

The focus of this chapter is to unfold the ties between the quantum relational process philosophy and quantum storytelling through the perspective of the quantum relational process philosophy itself.

The proposed quantum relational process philosophy is defined as Being-in-Becoming. Thereby, this approach is suggested as an alternative to the “Being” perspective and the “Becoming” perspective or at least as a further development of the becoming perspective. These latter two perspectives present two different ways of viewing organizational change: development and transformation.

The being perspective relies on substance ontology acknowledging the existence of entities: that “which is.” In substance ontology, however, entities such as individuals and organizations are viewed as existing in themselves in fixed space-time frames. This view entails a rather static and stable ontology, perceiving the organization as a ready-made world of stable, unchanging entities. This perspective is often referred to as the approach of building the organizational world through intervention and control of change.

As a contrast, the becoming perspective relies on a process ontology while the organization is perceived as a sea of constant flux and change through which the organization emerges on the way. In this process-oriented perspective, attention is directed toward “that which is becoming.” In this perspective, the organization is perceived as a world-making phenomenon emerging through ceaseless processes of transformation. This approach is often referred to as the dwelling approach, that is, to dwell in the world-making phenomenon letting it happen. This perspective tends to ignore that which exists, that is the ready-made forms, and only focus on that which is becoming.

In this chapter, the proposed being-in-becoming perspective views the tension between being and becoming as a dialectical interplay that is decisive to organizational transformation. However, in the being-in-becoming perspective, “entities” are viewed from a quantum perspective whereby being-in-becoming differs from the substance ontology in its view of the nature of “entities.” In this perspective, the organization is viewed as a dialectical interplay between, at the one hand, the organizational form(ing) of life and, at the other hand, the aliveness of unfolding and transforming living life-worlds of being-in-the-world in fluid space and open time. This dialectical interplay is conceived as central in organizational world-creating processes.

The aim of the chapter is to develop a conceptual framework of a quantum relational process philosophy that embraces the dialectics of transforming organizations. The contribution is to be capable of understanding the performative consequences of dialectic to organizational transformation viewed from the being-in-becoming perspective of the quantum relational process philosophy.

Through the contribution of Heidegger, Hegel, Aristotle, and Boje, and further enriched by Barad, Bakhtin, and Shotter, a conceptual framework is developed for understanding, analyzing, and problematizing dialectical organizational world-creating.

This framework is called “Fourfold World-Creating.” The fourfold world-creating framework keeps the dialectic of organizational transformation at its center while it at the same time take into consideration the dialectical interplay of ontology, epistemology, and ethic. In this sense, the framework is proposed as quantum relational process philosophy. The incorporation of ethic in the quantum relational process philosophy represents an additional contribution of the chapter.

The fourfold world-creating framework is furthermore suggested to be conceived as a quantum relational process philosophy of the antenarrative dimension in David Boje’s quantum storytelling triad framework encompassing: (1) the narrative, (2) the living stories, and (3) the antenarrative. In his recent research, David Boje has a developed a dialectical perspective on his storytelling framework. Following in line with this thinking, this chapter suggests viewing (1) the narrative as the ready-made form, (2) the living stories as the living life-worlds, and (3) the antenarrative as fourfold world-creating.

In this sense, the proposed dialectical fourfold world-creating framework and its embeddedness in the quantum relational process philosophy contributes to our understanding of the research contributes of antenarrative storytelling in organizational studies.

As findings, the chapter proposes what could be considered as ontological, epistemological, and ethical key constituents in dialectical organizational world-creating. The contribution of these findings encompasses an analytical framework for (1) understanding the dialectical, transformative movements of the organization as well as (2) analyzing and problematizing the cease of dialectical tensions that seems to lock the organization in a particular state of being, only capable of repeating and reproducing its ready-made world in fixed space-time frames.

Details

The Emerald Handbook of Quantum Storytelling Consulting
Type: Book
ISBN: 978-1-78635-671-0

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Book part
Publication date: 12 October 2012

Lawrence Hazelrigg

Purpose – There has been very little development of the capacity of dialectical logic during the last hundred years or so, while the capacity of post-Cartesian analytical…

Abstract

Purpose – There has been very little development of the capacity of dialectical logic during the last hundred years or so, while the capacity of post-Cartesian analytical logics has expanded greatly in response to efforts to understand more and more complex theoretical and empirical problems, though still within the limits of analytical strictures such as externality of relations and the principle of the excluded middle. This chapter pursues relative lines of development in analytical and dialectical logic.

Design/methodology/approach – After presenting as background a congeries of personal experiences, reflections, and reviews, the chapter addresses some of the lessons relating to the neglect of dialectical logic (e.g., the notion of contradiction as error, and the idealization that is condition to it), in order to work toward some clarifications, developments, and challenges of dialectical logic (past, present, and future). Along the way providing comparisons with analytical logic, the emphasis will be on the contributions of several theorists, including Adorno, Marx, and Habermas.

Findings – Some illustrations of under- and undeveloped capacity are proposed with regard to dialectical-conceptual formations of identity/difference relations, unity of opposites, and quality/quantity relations, as well as contradiction as condition and as consequence of processes wherein various realities are produced. A number of challenges are outlined, with an invitation to scholars to pursue better development of the power of dialectical logic.

Research limitations/implications – An unduly defensive posture against perceived threats from both analytics and empirics (experiences of world) has surely been part of the obstacle to advancing dialectical logic, though one should not underestimate the resistances stemming from poor institutional-disciplinary support for the risk-taking activities required for innovation and development.

Originality/value – Dialectical logic is important to investigations of process dynamics in a number of ways, most especially insofar as contradiction is a major driver of processes, in particular processes that tend to follow trajectories that from the perspective of analytical logic are unexpected and/or illogical; for dialectical logic takes the event of contradiction as not merely indicative of error in the process of propositional reasoning but instead or also as an outcome of specifiable sequences of structurally conditioned behaviors, actions, and chains of effects at supra-individual levels of the production of realities.

Details

Theorizing Modern Society as a Dynamic Process
Type: Book
ISBN: 978-1-78190-034-5

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Book part
Publication date: 28 July 2014

Ganga S. Dhanesh

This chapter proposes using a dialectical approach infused with elements of dialogism to analyze polyphonic discourses of corporate social responsibility (CSR) in order to…

Abstract

Purpose

This chapter proposes using a dialectical approach infused with elements of dialogism to analyze polyphonic discourses of corporate social responsibility (CSR) in order to create more nuanced understandings of the contradictions, oppositions, tensions, and complexities that characterize the conceptualization, enactment, and communication of CSR.

Methodology/approach

This chapter draws upon the notion of dialectics discussed by scholars such as Hegel and Marx and infuses it with Bakhtinian notions of dialogism to create a dialectical framework for analyzing discourses of CSR.

Findings

This chapter illustrates the conceptual argument for a dialectical approach to examining discourses of CSR by using the example of the dualistic discussion of corporations as agents of empowerment or exploitation. When examined through a dialectical lens, the empowerment–exploitation debate reveals, among others, the dissolution of boundaries between the categories of empowerment and exploitation, the coexistence and interplay of a multitude of related oppositions, and raises questions on praxical patterns employed by social actors to manage the dialectical tensions inherent in everyday organizing.

Social implications

A dialectical approach in communication studies could open possibilities for acknowledging the co-existence of and interplay among multiple voices in society, thus opening spaces for engaging with diverse perspectives and creating a more holistic understanding of complex social constructs such as CSR.

Originality

A dialectical approach that attends to tensions negotiated by social and organizational actors as they try to conceptualize, enact, and communicate CSR can enrich the study of polyphonic discourses of CSR by generating more textured and insightful understandings of CSR than those currently examined through mostly dualistic lenses.

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Communicating Corporate Social Responsibility: Perspectives and Practice
Type: Book
ISBN: 978-1-78350-796-2

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Book part
Publication date: 6 June 2019

Marita Svane

The focus of this chapter is quantum dialectical storytelling and its contribution to generate anticipatory knowledge of the future through the intra-play between the…

Abstract

The focus of this chapter is quantum dialectical storytelling and its contribution to generate anticipatory knowledge of the future through the intra-play between the ante-narrative and the anti-narrative. The theoretical framework on quantum dialectical storytelling is based upon Boje’s triad storytelling framework interfused with Hegelian dialectics and Baradian diffraction. Through the inspiration of Judith Butler’s performative theory, Riach, Rumens, and Tyler (2016) introduce the concept of the anti-narrative as a critical reflexive methodology. By drawing on Hegel’s work on the dialectical phenomenology of critical reflexive self-consciousness, a dialectical pre-reflexive and reflexive framework emerges as intra-weaving modes of being-in-the-world toward future.

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The Emerald Handbook of Management and Organization Inquiry
Type: Book
ISBN: 978-1-78714-552-8

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Abstract

Details

Maturing Leadership: How Adult Development Impacts Leadership
Type: Book
ISBN: 978-1-78973-402-7

Article
Publication date: 11 January 2022

Michael Buhagiar, Julien Pollack and Sharon Coyle

Scholars are increasingly acknowledging the importance of conversations in the management of complex projects. Defining dialectics as “the art of purposeful conversation”…

Abstract

Purpose

Scholars are increasingly acknowledging the importance of conversations in the management of complex projects. Defining dialectics as “the art of purposeful conversation”, this paper aims to rationalise the somewhat disorganised field of dialectics by developing a categoreal scheme.

Design/methodology/approach

The authors refer to the current state of research into the conversational aspects of complex projects, and examine the historical development of, and philosophical and scholarly commentary on, the dialectical method.

Findings

The categories the authors propose are the Socratic, Conversational, Fichtean and Peircean. They differ in relation to the subject matter of the dialectic; their vulnerability to environmental influences; the degree of structure they require for optimal performance; and the situations in which they might most profitably be applied.

Research limitations/implications

A single categoreal scheme is rarely the last word, and the authors invite other scholars to explore the field in a similar way.

Practical implications

The scheme proposed here is intended to enhance the project manager's approach to conversations, by referring to the specific virtues and limitations of each of the categories.

Social implications

The informed use of dialectics may help to ameliorate the significant damage done to organisations and economies around the world by failed and underperforming projects.

Originality/value

The authors present the first categorisation of the field, with the aim of equipping the practitioner to think about dialectical approaches in a more systematic way.

Details

International Journal of Managing Projects in Business, vol. 15 no. 2
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 18 December 2020

Rodoula H. Tsiotsou

The purpose of this paper is to provide an in-depth understanding of actor engagement (AE) on social media by proposing a holistic and integrative conceptual framework.

Abstract

Purpose

The purpose of this paper is to provide an in-depth understanding of actor engagement (AE) on social media by proposing a holistic and integrative conceptual framework.

Design/methodology/approach

Based on a sample of 118 articles, the paper draws on the service-dominant logic (SDL)-based service ecosystem perspective combined with the tenets of relational dialectics as theoretical lenses to inform AE research in social media.

Findings

The paper proposes a framework of AE in social media called the TASC model, an acronym of Thesis-Antithesis-Synthesis-Conflict. TASC introduces the dialectical nature of AE and discusses the contexts and levels of AE in the social media ecosystem and their evolving processes.

Practical implications

Firms can apply the knowledge provided by TASC to gather marketing intelligence and develop marketing strategies to anticipate tensions, motivate the desired AE intensity and valence and reinforce value co-creation in the social media ecosystem.

Originality/value

TASC is a comprehensive framework that, for the first time, explains engagement at all levels of the social media ecosystem by combining the SDL-based service ecosystem view with the relational dialectics perspective.

Article
Publication date: 8 April 2020

Donal Rogan, Gillian Hopkinson and Maria Piacentini

This paper aims to adopt a relational dialectics analysis approach to provide qualitative depth and insight into the ways intercultural families manage intercultural…

Abstract

Purpose

This paper aims to adopt a relational dialectics analysis approach to provide qualitative depth and insight into the ways intercultural families manage intercultural tensions around consumption. The authors pay particular attention to how a relational dialectics analysis reveals a relational change in the family providing evidence to demonstrate how a family’s unique relational culture evolves and transitions.

Design/methodology/approach

Qualitative insights from a relational-dialectic analysis on 15 intercultural families are used to illustrate the interplay of stability with instability in the management of intercultural dialectic tensions within these families.

Findings

Intercultural dialectical interplay around food consumption tensions are implicit tensions in the household’s relational culture. Examples of dialectical movement indicating relational change are illustrated; this change has developmental consequences for the couples’ relational cultures.

Research limitations/implications

This study provides qualitative insights on relational dialectics in one intercultural family context and reveals and analyses the dialectical dimensions around consumption in the context of intercultural family relationships. The research approach could be considered in other intercultural and relational contexts.

Practical implications

Family narratives can be analysed within the context of two meta-dialectics that directly address how personal relationships evolve; indigenous dialectic tensions within a family can also be identified.

Originality/value

This paper demonstrates the qualitative value of a relational dialectics analysis in revealing how food consumption changes within families are the result of reciprocal or interdependent learning, which has consequences for relational change.

Details

Qualitative Market Research: An International Journal, vol. 24 no. 1
Type: Research Article
ISSN: 1352-2752

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Article
Publication date: 2 March 2012

Jeffrey G. Woods

The purpose of this paper is to develop a conceptual model that uses dialectical inquiry (DI) to create cognitive conflict in strategic decision‐makers for the purpose of…

Abstract

Purpose

The purpose of this paper is to develop a conceptual model that uses dialectical inquiry (DI) to create cognitive conflict in strategic decision‐makers for the purpose of improving strategic decisions. Activation of the dialectical learning process using DI requires strategic decision‐makers to integrate conflicting information causing cognitive conflict. Cognitive conflict is the catalyst that stimulates the creation of new knowledge in strategic decision‐makers resulting in improved organizational performance.

Design/methodology/approach

A conceptual model is developed that explicitly links DI to the dialectical learning process of strategic decision‐makers. This model extends previous research on DI by identifying cognitive conflict as the critical component that links DI as a learning method to the process of dialectical learning in strategic decision‐making.

Findings

The major finding of the model of dialectical learning is that the model is an important resource that can be applied to create cognitive conflict in strategic decision‐makers for the purpose of expanding the strategic options of organizations.

Research limitations/implications

Empirical research on DI that focuses on the role of cognitive conflict in the dialectical learning process is lacking. It is hoped that this conceptual paper will stimulate further interest on the topic and a greater appreciation of this method of learning. Strategic decision‐makers must consider alternative ways of generating new knowledge that is crucial for organizational performance.

Practical implications

It is important that the benefits of creating cognitive conflict in the dialectical learning process are understood by strategic decision‐makers. Training for participants in a DI learning intervention is essential to help minimize any dysfunctional behaviors that could result from affective conflict.

Originality/value

This conceptual model identifies the importance of cognitive conflict in the dialectical learning process of strategic decision‐makers and the critical role of cognitive conflict rather than affective conflict in the use of this learning method.

Details

The Learning Organization, vol. 19 no. 2
Type: Research Article
ISSN: 0969-6474

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Article
Publication date: 13 July 2015

Yuntao Bai, Peter Harms, Guohong (Helen) Han and Wenwen Cheng

This study aims to introduce a new cognitive style, dialectical thinking, to demonstrate how it can influence a leader’s impact on team conflict and employee performance…

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Abstract

Purpose

This study aims to introduce a new cognitive style, dialectical thinking, to demonstrate how it can influence a leader’s impact on team conflict and employee performance. Specifically, this study intends to answer the research questions “whether and how leader’s dialectical thinking would influence employee performance” with conflict management perspective in the Chinese context.

Design/methodology/approach

Multilevel structural equation modeling was used to test the theoretical model with 222 employees in 43 teams from Chinese high-tech manufacturing firms.

Findings

The authors found that the leader’s dialectical thinking had positive relationships with employee creativity and in-role performance and that the relationships were mediated by the leader’s conflict management approach and team conflict in sequence.

Practical implications

Selecting, recruiting or promoting of leaders with a dialectical thinking style or providing training to enhance leaders’ dialectical thinking is important for facilitating team conflict management and employee performance.

Originality/value

This is the first empirical paper to introduce dialectical thinking into the leadership, conflict and employee performance literatures.

Details

International Journal of Conflict Management, vol. 26 no. 3
Type: Research Article
ISSN: 1044-4068

Keywords

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