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The Treaty Prohibiting Nuclear Weapons
An examination of the Treaty on the Prohibition of Nuclear Weapons within the contemporary nuclear non-proliferation and disarmament security architecture.
Resilience and Resistance through Contemplative Practice
Burnout, imposter syndrome, changes in higher education, issues of free speech, structural inequality—the challenges facing academics today are daunting and overwhelming. How do we balance all of our responsibilities and goals without becoming exhausted? How do scholars decide if activism is right for them, and if so, what form should it take? There is, fortunately, great wisdom, solace, and practical advice for the modern academic in ancient wisdom traditions, indigenous cultures, and contemplative practices like meditation from around the world. In Resilience and Resitance through Contemplative Practice: Zen and the Anxious Academic, the author argues that contemplative practice is not a...
Performing Organizational Paradoxes
Performing Organizational Paradoxes takes a constitutive, process approach to organizational paradoxes. It underscores the performative nature of paradox through underlying dialectical tensions, its sociomaterial foundations, and power features that bring paradoxes to life, sustain them, and enable their transformation. The book first situates a constitutive approach in the extant organizational paradox literature, by broadening the constitutive approach and addressing the many debates and inaccuracies around it. For the novice, several early chapters devote themselves to considering how paradoxical tensions present themselves, invite responses, and interrelate through their organizing outco...
Elgar Introduction to Organizational Paradox Theory
This insightful Elgar Introduction comprises the first effort to provide a succinct overview of the field of organizational paradox theory, exploring contradictions and tensions in organizational settings. By conceptually mapping the field, it offers guidance through the literature on paradox, making space for new interpretations and applications of the concept.
The Oxford Handbook of Organizational Paradox
The notion of paradox dates back to ancient philosophy, yet only recently have scholars started to explore this idea in organizational phenomena. Two decades ago, a handful of provocative theorists urged researchers to take seriously the study of paradox, and thereby deepen our understanding of plurality, tensions, and contradictions in organizational life. Studies of organizational paradox have grown exponentially over the past two decades, canvassing varied phenomena, methods, and levels of analysis. These studies have explored such tensions as today and tomorrow, global integration and local distinctions, collaboration and competition, self and others, mission and markets. Yet even with b...
Networks for Social Impact
A broad review of how nonprofits, businesses, and governments work together to tackle social problems Networks for Social Impact takes a systems approach to explain how and when networks make a social impact. Michelle Shumate and Katherine R. Cooper argue that network design and management is not a one-size-fits-all formula. Instead, they show that the type of social issue, the mechanism for social impact, environment, and resources available each determine appropriate choices. Drawing on research from public administration, psychology, business, network science, social work, and communication, this book synthesizes what we know about how to best design and manage networks. It includes illus...
Tree Talks
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A Guide to Discursive Organizational Psychology
This book offers a lively illustration of the dynamic relationship between discourse and organizational psychology. Contributions include empirically rich discussions of both traditional and widely studied topics such as resistance to change, inclusion and exclusion, participation, multi-stakeholder collaboration and diversity management, as well as newer research areas such as language negotiations, work time arrangements, technology development and change as intervention.
Interdisciplinary Dialogues on Organizational Paradox
Interdisciplinary Dialogues on Organizational Paradox is an innovative two-part volume that enriches our understanding about paradox; both deepening the theory and offering greater insight to address grand challenges we face in the world today. Part A: Learning from Belief and Science explores the realms of beliefs and physicality.
Someone Called Derrida
Someone called Jacques Derrida, someone called him on the phone, someone who was dead - this was August 22nd 1979. A mystery, he thought; but it is a mystery that began more than ten years earlier, in 1968, when Derrida, a philosopher, visits Oxford and there, before the very eyes of the Philosophy Sub-Faculty, he dies, several times.
