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A paradox rarely comes alone a quantitative approach to investigating knotted leadership paradoxes in SMEs
Scandinavian Journal of Management ( IF 3.383 ) Pub Date : 2021-01-13 , DOI: 10.1016/j.scaman.2020.101135
Thomas Duus Henriksen , Rikke Kristine Nielsen , Signe Vikkelsø , Frans Bévort , Mette Mogensen

This article uses a paradox knotting perspective to study key leadership challenges among Danish manufacturing and crafting SMEs. As part of an action-learning development programme, 55 middle managers from 11 companies were asked to rate the topicality of 10 leadership paradoxes. Using exploratory factor analysis, three clusters of knotted paradoxes were identified concerning the management of 1) managing organisational flexibility, 2) balancing engagement and control, and 3) dealing with dispersion. Each identified knot consists of two paradoxes and shows how managers involved in one element of a knotted paradox are also likely to be involved in the tensions of the other.

The article contributes to a better understanding of the complexity and interrelatedness of select management paradoxes by demonstrating that paradoxes appear knotted in practice. Furthermore, the empirical and quantitative approach to studying paradoxes and their interrelatedness serves as an important methodological contribution to a field characterised by a high reliance on indirect, qualitative studies.



中文翻译:

很少有一个悖论是一种定量方法来调查中小型企业打结的领导悖论

本文使用一个矛盾的打结视角来研究丹麦制造和手工艺中小型企业在领导力方面的主要挑战。作为行动学习发展计划的一部分,要求11家公司的55名中层管理人员对10个领导悖论的时事性进行评分。使用探索性因素分析,确定了三类打结的悖论,它们涉及以下方面的管理:1)管理组织的灵活性,2)平衡参与和控制,以及3)处理分散。每个已确定的结由两个​​悖论组成,并显示了被打结的悖论中一个要素所涉及的管理者也很可能会参与到另一个矛盾中。

本文通过证明悖论在实践中看起来很复杂,有助于更好地理解选择管理悖论的复杂性和相互关联性。此外,研究悖论及其相互关联性的经验和定量方法,对以高度依赖间接定性研究为特征的领域具有重要的方法论意义。

更新日期:2021-01-13
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