Transcendence through Rhetorical Practices: Responding to Paradox in the Science Sector

Organizations are often required to meet contradictory but interrelated objectives. An important response to such paradoxes is transcendence: the ability to view both poles of the paradox as necessary and complementary. Despite the centrality of transcendence to existing frameworks within the parado...

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Vydáno v:Organization studies Ročník 38; číslo 1; s. 77 - 101
Hlavní autoři: Bednarek, Rebecca, Paroutis, Sotirios, Sillince, John
Médium: Journal Article
Jazyk:angličtina
Vydáno: London, England SAGE Publications 01.01.2017
Sage Publications Ltd
Témata:
Organization theory
Organizational behavior
Organizational behaviour
Oscillation
Rhetoric
Transcendence
science organizations
paradox
rhetoric
transcendence
ISSN:0170-8406, 1741-3044
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Abstract Organizations are often required to meet contradictory but interrelated objectives. An important response to such paradoxes is transcendence: the ability to view both poles of the paradox as necessary and complementary. Despite the centrality of transcendence to existing frameworks within the paradox literature, we still know little about its practice. We address this gap by surfacing and analysing rhetorical practices across three science organizations. We outline four rhetorical practices that constitute transcendence (Ordering, Aspiring, Signifying, and Embodying) as well as the underlying features of these practices that explain how they construct a response to paradox. In particular, we show that transcendence entailed balancing the enabling features of focus (paradoxical content/context), time (stability/change) and distance (maintaining/reducing). Finally, we develop a dynamic view of transcendence as a process of oscillation, showing how these practices are bundled together and interrelate to construct moments of transcendence.
AbstractList Organizations are often required to meet contradictory but interrelated objectives. An important response to such paradoxes is transcendence: the ability to view both poles of the paradox as necessary and complementary. Despite the centrality of transcendence to existing frameworks within the paradox literature, we still know little about its practice. We address this gap by surfacing and analysing rhetorical practices across three science organizations. We outline four rhetorical practices that constitute transcendence (Ordering, Aspiring, Signifying, and Embodying) as well as the underlying features of these practices that explain how they construct a response to paradox. In particular, we show that transcendence entailed balancing the enabling features of focus (paradoxical content/context), time (stability/change) and distance (maintaining/reducing). Finally, we develop a dynamic view of transcendence as a process of oscillation, showing how these practices are bundled together and interrelate to construct moments of transcendence.
Organizations are often required to meet contradictory but interrelated objectives. An important response to such paradoxes is transcendence: the ability to view both poles of the paradox as necessary and complementary. Despite the centrality of transcendence to existing frameworks within the paradox literature, we still know little about its practice. We address this gap by surfacing and analysing rhetorical practices across three science organizations. We outline four rhetorical practices that constitute transcendence (Ordering, Aspiring, Signifying, and Embodying) as well as the underlying features of these practices that explain how they construct a response to paradox. In particular, we show that transcendence entailed balancing the enabling features of focus (paradoxical content/context), time (stability/change) and distance (maintaining/reducing). Finally, we develop a dynamic view of transcendence as a process of oscillation, showing how these practices are bundled together and interrelate to construct moments of transcendence. Reprinted by permission of Sage Publications Ltd
Author Paroutis, Sotirios
Bednarek, Rebecca
Sillince, John
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  surname: Bednarek
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– sequence: 2
  givenname: Sotirios
  surname: Paroutis
  fullname: Paroutis, Sotirios
  organization: Warwick University, UK
– sequence: 3
  givenname: John
  surname: Sillince
  fullname: Sillince, John
  organization: University of Newcastle Business School, UK
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Follett M. (bibr29-0170840616655486) 1941
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Snippet Organizations are often required to meet contradictory but interrelated objectives. An important response to such paradoxes is transcendence: the ability to...
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SubjectTerms Organization theory
Organizational behavior
Organizational behaviour
Oscillation
Rhetoric
Transcendence
Title Transcendence through Rhetorical Practices: Responding to Paradox in the Science Sector
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Volume 38
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