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Our purpose in this chapter is twofold. First we describe a variety of types of capacity-building planned change efforts in organizations (cf. Beer and Nohria, 2000) as these emerged and developed from the mid– twentieth century through the turn of the twenty-first century. Second, we explore underlying dualities and tensions and their implications within each of these change efforts. We do so to highlight some hidden dynamics of these approaches and to open up possibilities for their wider and deeper development. Thus, we examine both theories and practices linked with planned change to uncover dichotomies, or dualities, in approaches and tensions among underlying assumptions of these perspectives.
Chapter
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The shutdown in economic activity due to the coronavirus disease (COVID-19) crisis has resulted in a short-term decline in global carbon emissions, but the long-term impact of the pandemic on the transition to a low-carbon economy is uncertain. Looking at previous episodes of financial and economic stress to draw implications for the current crisis, we find that tighter financial constraints and adverse economic conditions are generally detrimental to firms’ environmental performance, reducing green investments. The COVID-19 crisis could thus potentially slow down the transition to a low-carbon economy. These findings underline the importance of climate policies and green recovery packages to boost green investment and support the energy transition.
Book
Why do great companies and other organizations fail, sometimes abruptly? Why do admired leaders fall from their organizational pedestals? Why do young and promising managers derail? Why do organizations create and reinforce rules that manifestly damage both them and those that they employ, serve and sustain? Leadership is a much-discussed but ill-defined idea in business and management circles. Analysing and understanding the skills and behaviours exhibited in leadership practice, leaders exhibit paradoxical activities that challenge our understanding of organizations. In this text, the authors identify leadership behaviours that compete toward business equilibrium: selfish versus selfless, distance versus proximity, consistency versus individuality, enforcing professional standards versus flexibility, and control versus autonomy. These paradoxical dilemmas require a reflexive and analytical approach to a subject that is tricky to define. The book explores the paradoxes of power and leadership not as a panacea for solving organizational problems but as a lens through which leadership and power are seen as an exercise in dynamic balance. Read this book as an invitation to the paradoxes of power and leadership that frame organizational life today. Be prepared to find surprises – and some counterintuitive arguments. Providing a thought-provoking guide to the traits and skills that will help readers to understand and navigate paradoxical leadership behaviour, this reflexive book will be useful reading for students and scholars of business, management and psychology globally.