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Wrestling with ambivalence : liberty, freedom and the organisational self

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conference contribution
posted on 06.12.2017, 00:00 by R Badham
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

01/01/2006

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

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