Welcome to the InfoSci Platform
Systemic Paradoxes of Organizational Change: Implementing Advanced Manufacturing Technology

Systemic Paradoxes of Organizational Change: Implementing Advanced Manufacturing Technology

Marianne W. Lewis
Copyright: © 2010 |Pages: 19
ISBN13: 9781615206681|ISBN10: 161520668X|ISBN13 Softcover: 9781616922238|EISBN13: 9781615206698
DOI: 10.4018/978-1-61520-668-1.ch007
Cite Chapter Cite Chapter

MLA

Lewis, Marianne W. "Systemic Paradoxes of Organizational Change: Implementing Advanced Manufacturing Technology." Cybernetics and Systems Theory in Management: Tools, Views, and Advancements, edited by Steven E. Wallis, IGI Global, 2010, pp. 108-126. https://doi.org/10.4018/978-1-61520-668-1.ch007

APA

Lewis, M. W. (2010). Systemic Paradoxes of Organizational Change: Implementing Advanced Manufacturing Technology. In S. Wallis (Ed.), Cybernetics and Systems Theory in Management: Tools, Views, and Advancements (pp. 108-126). IGI Global. https://doi.org/10.4018/978-1-61520-668-1.ch007

Chicago

Lewis, Marianne W. "Systemic Paradoxes of Organizational Change: Implementing Advanced Manufacturing Technology." In Cybernetics and Systems Theory in Management: Tools, Views, and Advancements, edited by Steven E. Wallis, 108-126. Hershey, PA: IGI Global, 2010. https://doi.org/10.4018/978-1-61520-668-1.ch007

Export Reference

Mendeley
Favorite

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.

Request Access

You do not own this content. Please login to recommend this title to your institution's librarian or purchase it from the IGI Global bookstore.