Paradox in plural: A stakeholder perspective on collective paradox collaboration

Rikke Kristine Nielsen; Michael Pingel Hansen

Abstract

Introducing a stakeholder perspective to organizational paradox theory, this abstract aims to explore the dynamics of “sharing of paradoxes” of actors in organizational paradox navigation guided by the following research question:
How can stakeholder theory advance and inform the exploration and understanding of paradox navigation in organizational practice?
This abstract reports from qualitative study of a paradox stakeholder cluster from a large public organization undergoing organizational transformation towards a hybrid workplace (Gratton, 2021; Christensen, 2022).

Original language	English
Publication date	24 Jan 2025
Number of pages	8
Publication status	Accepted/In press - 24 Jan 2025
Event	ParadoxResearchEducationPractice-PREP - Hybrid conference Duration: 10 Mar 2025 → 12 Mar 2025 https://omt.aom.org/events/event-description?CalendarEventKey=b3fbd2e3-5c3c-49c7-afc2-01937f1e30d6&CommunityKey=3721a7ab-b230-4bfc-917c-e95b1a27b4db&Home=%2Fomt%2Fevents%2Fcalendar

Conference

Conference	ParadoxResearchEducationPractice-PREP
Location	Hybrid conference
Period	10/03/2025 → 12/03/2025
Internet address	https://omt.aom.org/events/event-description?CalendarEventKey=b3fbd2e3-5c3c-49c7-afc2-01937f1e30d6&CommunityKey=3721a7ab-b230-4bfc-917c-e95b1a27b4db&Home=%2Fomt%2Fevents%2Fcalendar

Keywords

Stakeholder management
Hybrid workplace
Hybridarbejde
Paradoksteori
Digitaliseret ledelse
Distance ledelse
Distancearbejde
Virtuelt arbejde
Hybridledelse
Ledelsesparadokser
Interessenthåndtering
Forandringsledelse
Lederudvikling
Organisatoriske paradokser
Forsvaret
Danish Armed Forces
Organizational paradox

Access to Document

RikkeKristineNielsen_RESEARCH_ParadoxInPlural-Stakeholder_NielsenPingel_151224_FINALAccepted author manuscript, 304 KB

1 Book
1 Report
1 Conference abstract for conference
1 Paper without publisher/journal

Complicate Yourself! Next Practices of Paradox Pedagogy for Change Agents and Facilitators
Nielsen, R. K., Lyndgaard, D. B. (Member of study group), Suntrup-Andresen, E. (Member of study group), Pratt, N. (Member of study group), Hedegaard, J. (Member of study group), Pingel Hansen, M. (Member of study group) & Pradies, C. (Member of study group), 31 Mar 2025, (Accepted/In press).
Research output: Contribution to conference without publisher/journal › Conference abstract for conference › Research › peer-review
HJEMMEARBEJDE FØR, UNDER OG EFTER CORONA: PÅ INSTITUT FOR KOMMUNIKATION OG PSYKOLOGI
Løkkegaard, S., Duus Henriksen, T., Nielsen, R. K., Vuust, J. & Sand, H., 14 Feb 2023, 88 p.
Research output: Book/Report › Report › Commissioned

File
Navigating leadership paradox: Engaging paradoxical thinking in practice
Nielsen, R. K., Bévort, F., Henriksen, T. D., Hjalager, A. M. & Lyndgaard, D. B., 24 Jul 2023, De Gruyter Mouton. 214 p. (De Gruyter Transformative Thinking and Practice of Leadership and Its Development, Vol. 3).
Research output: Book/Report › Book › Research › peer-review
5 Citations (Scopus)

Cite this

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abstract = "Introducing a stakeholder perspective to organizational paradox theory, this abstract aims to explore the dynamics of “sharing of paradoxes” of actors in organizational paradox navigation guided by the following research question:How can stakeholder theory advance and inform the exploration and understanding of paradox navigation in organizational practice?This abstract reports from qualitative study of a paradox stakeholder cluster from a large public organization undergoing organizational transformation towards a hybrid workplace (Gratton, 2021; Christensen, 2022). ",

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AU - Pingel Hansen, Michael

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N2 - Introducing a stakeholder perspective to organizational paradox theory, this abstract aims to explore the dynamics of “sharing of paradoxes” of actors in organizational paradox navigation guided by the following research question:How can stakeholder theory advance and inform the exploration and understanding of paradox navigation in organizational practice?This abstract reports from qualitative study of a paradox stakeholder cluster from a large public organization undergoing organizational transformation towards a hybrid workplace (Gratton, 2021; Christensen, 2022).

AB - Introducing a stakeholder perspective to organizational paradox theory, this abstract aims to explore the dynamics of “sharing of paradoxes” of actors in organizational paradox navigation guided by the following research question:How can stakeholder theory advance and inform the exploration and understanding of paradox navigation in organizational practice?This abstract reports from qualitative study of a paradox stakeholder cluster from a large public organization undergoing organizational transformation towards a hybrid workplace (Gratton, 2021; Christensen, 2022).

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KW - Leadership paradox

KW - Danish Army

KW - Paradox navigation

KW - Hybrid workplace

KW - Future of work

KW - Paradox eco-system

KW - stakeholder analysis

KW - Paradox stakeholders

KW - Working-From-Home

KW - Activity Based Office Design

KW - Distance managemnet

KW - Virtual management

KW - Digital leadership

KW - Stakeholder paradox

KW - Stakeholder management

KW - Hybrid workplace

KW - Hybridarbejde

KW - Paradoksteori

KW - Digitaliseret ledelse

KW - Distance ledelse

KW - Distancearbejde

KW - Virtuelt arbejde

KW - Hybridledelse

KW - Ledelsesparadokser

KW - Interessenthåndtering

KW - Forandringsledelse

KW - Lederudvikling

KW - Organisatoriske paradokser

KW - Forsvaret

KW - Danish Armed Forces

KW - Organizational paradox

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SP - 1

T2 - ParadoxResearchEducationPractice-PREP

Y2 - 10 March 2025 through 12 March 2025

ER -

Paradox in plural: A stakeholder perspective on collective paradox collaboration

Abstract

Conference

Keywords

Access to Document

Fingerprint

Research output

Complicate Yourself! Next Practices of Paradox Pedagogy for Change Agents and Facilitators

HJEMMEARBEJDE FØR, UNDER OG EFTER CORONA: PÅ INSTITUT FOR KOMMUNIKATION OG PSYKOLOGI

Navigating leadership paradox: Engaging paradoxical thinking in practice

Cite this