Harald Tuckermann

Thumbnail Image
Title
Prof. Dr.
Last Name
Tuckermann
First name
Harald
Email
harald.tuckermann@unisg.ch
Phone
+41799586336
Web Site

Settings

Now showing 1 - 3 of 3
  • Thumbnail Image
    Some of the metrics are blocked by your 
    consent settings
    Item type:Publication,
  • Thumbnail Image
    Some of the metrics are blocked by your 
    consent settings
    Item type:Publication,
    Six perspectives of process studies on researching paradoxes in organizations
    (2026-06-25)
    Harald Tuckermann  
    ;
    Krautzberger, Marc
    ;
    Cunha Miguel Pina E
    In this paper we explore the potential of process perspective to study organizational paradox-es. While paradox scholarship has employed mainly variations of a weak process view, para-dox studies could benefit more strongly from a strong process view. we synthesize methodo-logical insights from working with process data and apply them to the study of organization-al paradoxes. This leads to distinguish six types of process studies, which describe different ways to investigate the dynamics of paradox. The paper offers to enrich paradox research practice, and contributes to the understanding of paradox dynamics in paradox theory.
    Type:conference contribution
    URI:https://alexandria.unisg.ch/handle/20.500.14171/129891
  • Thumbnail Image
    Some of the metrics are blocked by your 
    consent settings
    Item type:Publication,
    Paradox persistence and transformation through drawing distinctions: exploring hospital decision-making during the COVID-19 pandemic
    (2026-05-08)
    Tuckermann, Harald  
    ;
    Krautzberger, Marc  
    This paper offers an explanation for the persistence and the transformation of paradox, a central element to paradox theory and a topic of current debate in paradox literature. Using the theory of distinction by Spencer-Brown we analyse qualitative longitudinal data of the decision-making of a hospital taskforce during the COVID-19 pandemic. The analysis leads to a process model of paradox persistence and transformation with the following argument: organizations operate in a complex world encounter events that confront them with undecidabilities which manifest as paradox. To address these events, organizations translate undecidabilities into decidable choices through distinctions. Distinctions create alternatives by foregrounding some aspects of the event while background others. From this view paradox persistence arises with drawing distinctions. Paradox transformation becomes possible when backgrounded aspects re-enter decision-making in the future. Such a re-entry induces further undecidabilities which an organization can respond to by maintaining past distinctions that stabilize a particular paradox. Alternatively, organizations can adapt or change the distinctions of their decision-making which lead to transforming the paradox. These insights complement and expand existing explanations of paradox persistence and contributes to the emerging understanding of transforming paradox.
    Type:conference contribution
    URI:https://alexandria.unisg.ch/handle/20.500.14171/125695