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Cited by 175Management and Organizational StudiesOrganizational Change and LeadershipOrganizational Management and Change

The DOI matches its Crossref record; 5 of the 6 references it cites were found in a registry or an index.

Paradoxical Thinking and Change in the Frames of Reference

Westenholz, Ann·1993·Organization Studies
DOI 10.1177/017084069301400104
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Abstract

Different types of mental frames of reference among employees in a producers' cooperative are described. Characterizing the employee this way produces a pic ture of the way in which each employee processes information that, in a given situation, enables him or her to identify probiems and solutions. These different frames of reference are assumed to have an impact on the actions taken by these individuals. Furthermore, such actions are assumed to be connected with actions in the organization. Some of the employees occasionally display unexpected beha viour that cannot be explained by the way they have previously interpreted their situation. They experience a paradoxical situation in the organization, during which previous frames of references (or parts of them) are 'deframed' and devoid of meaning, because they hecome involved in discussions on a different, unknown level. Some of these employees discover that the new categories are socially constructed, enabling them to pursue new ways of understanding the environ ment, and to act accordingly. This paper describes situations in which this process is likely to take place and how it may or may not facilitate organizational change.

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Research works printed but not linked: 10

  1. Bartunek, J.M. 1988 'The dynamics of personal and organizational reframing' in Para-do.r and transformation. Toward a theory of change in organization and management. R. E. Quinn and K. S. Cameron (eds.), 137-62. Cambridge, Mass. Ballinger.
  2. Christensen, S., 1983, Organisationskulturer
  3. Jameson, F. 1985 'Postmodernism and consumer society' in Postmodern culture. H. Foster (ed.), 111-125. London and Sydney: Pluto Press.
  4. March, J.C., 1976, Ambiguity and choice in organization
  5. Morgan, G., 1986, Images of organization
  6. Quinn. R.E., 1988, Beyond rutional management. Mastering the paradoxes and competing demands of high performance
  7. Thyssen, O., 1988, Paradigna, 2, 48
  8. Van de Ven, A.H., and M. Scott Poole 1988 'Paradoxical requirements for a theory of change' in Paradox and transformation. Toward a theory of change in organization and management. R. E. Quinn and K. S. Cameron (eds.), 19-63. Cambridge, Mass. Ballinger.
  9. Westenholz, A., 1982, Information. Virksomhedsbcskrivelse nr. 3 fra MAREV-Projcktct. Institute for Organization and Industrial Sociology
  10. Westenholz, A., Paper presented at the 8th SCOS Conference 'Restructuring Organizational Culture — Concepts, Methods and Data', Copenhagen. 26-28 June, 1991

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Metadata

Authors
Westenholz, A.
Affiliations
University of Copenhagen (DK)
Corresponding author
Westenholz, Ann
Venue
Organization Studies
Publisher
SAGE Publications
Published
1993-01
Volume
14
Issue
1
Pages
37-58
ISSN
  • 0170-8406 (ISSN-L)
  • 1741-3044
DOI
10.1177/017084069301400104
OpenAlex
W2159415906
Cited by
175
References
6
Citations by year
2026: 2 · 2025: 3 · 2024: 5 · 2023: 2 · 2022: 8 · 2021: 6 · 2020: 3 · 2019: 6 · 2018: 10 · 2017: 8 · 2016: 14 · 2015: 7 · 2014: 7 · 2013: 17 · 2012: 8
FWCI
5.93
Type
journal article
Language
en
Open access
closed
Licence
journals.sagepub.com/page/policies/text-and-data-mining-license (tdm)
Locations
Organization Studies (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Change and Leadership
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Management and Change
Keywords
paradoxical thinking, organizational change, employee behavior, social construction of categories, information processing

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