Our understanding of the cognitive ambiguities and moral ambivalences surrounding the rationalization of the organizational self has tended to be overly structured by long standing value-laden bi-polar models of organizational culture and associated tripartite schemas of actors and responses. Drawing on a case study analysis of how organizational actors addressed the ambiguities, paradoxes and contradictions surrounding whether planned cultural change was an opportunity for or threat to human freedom, this paper argues for a more open and less-restrictive avenue of research. This alternative involves organizational studies researchers learning more about the intellectual and moral complexity of organizational practice by paying greater attention to the dilemmas facing organizational actors of all kinds seeking to make sense of such ambiguities and grapple with their ambivalence.
Funding
Category 1 - Australian Competitive Grants (this includes ARC, NHMRC)
History
Editor
Kennedy J; Di Milia V
Parent Title
Proceedings of the 20th ANZAM Conference [electronic resource] : Management : pragmatism, philosophy, priorities
Start Page
1
End Page
22
Number of Pages
22
Start Date
2006-01-01
ISBN-10
1921047348
Location
Yeppoon, Qld.
Publisher
Australian and New Zealand Academy of Management
Place of Publication
Lindfield, NSW
Peer Reviewed
Yes
Open Access
No
External Author Affiliations
Graduate School of Management; International conference;
Era Eligible
No
Name of Conference
Australian and New Zealand Academy of Management. International conference