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Systemic Paradoxes of Organizational Change: Implementing Advanced Manufacturing Technology
Abstract
This chapter explores systemic challenges surrounding a highly disruptive type of organizational change—the implementation of advanced manufacturing technology (AMT). To unpack the intricate, multi-layered systems surroundings AMT implementation, the author applies an inductive method that relies on multiple paradigm lenses to highlight varied elements and contrasting understandings of the change process. Using Burrell & Morgan’s (1979) typology, she constructs four accounts of AMT implementation. These accounts share a theme of paradox, yet each also accentuate different tensions and vicious cycles. To accommodate disparate paradigm insights, the proposed metaframework offers a more holistic, systemic view, depicting change as a multidimensional cycle swirling around cognitive, action and institutional paradoxes. The concluding discussion addresses implications of the metaframework for managing change paradoxes and future research.
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