Chapter 2. Argumentative patterns viewed from a pragma-dialectical perspective

2017 ◽  
pp. 7-30 ◽  
Author(s):  
Frans H. van Eemeren
Keyword(s):  
Dialectical Perspective

A Dialectical Perspective to Research Paradigms in Curriculum Enactment

2020 ◽  
Author(s):  
Patricia Ong
Keyword(s):  
Curriculum Enactment ◽  
Research Paradigms ◽  
Dialectical Perspective

The data presented in the discussion and findings of the paper have been analyzed and interpreted in the context of the study.

Building Meaning

2018 ◽  
Vol 38 (3) ◽  
pp. 262-277 ◽  
Author(s):  
Angela Bargenda
Keyword(s):  
Banking Sector ◽  
Corporate Identity ◽  
Macro Level ◽  
Special Focus ◽  
Systems Architecture ◽  
Built Form ◽  
Dialectical Perspective ◽  
Marketing Systems ◽  
Micro Level ◽  
Corporate Architecture

This conceptual article seeks to demonstrate the pertinence of corporate architecture as an integrative tool in spatial marketing systems. Architecture is explored in a dialectical perspective, both as a functional built form and a symbolic vector of ideologies. Architecture intersects with micro-level and macro-level marketing systems, as it inherently projects corporate identity while referring to broader artistic, social and historical parameters. It is argued that these macromarketing dimensions and their meaning-generating potential add significant value to market exchanges. A special focus on corporate architecture in the banking sector shows the value of architectural narratives in changing marketing environments. The article makes two contributions to macromarketing research. It (1) firmly establishes corporate architecture within marketing systems and (2) shows how symbolic meaning can be derived from the macro-level environmental, historical and cultural properties of buildings.

Institutional contradiction and BSC implementation: comparative organizational analysis

2019 ◽  
Vol 27 (3) ◽  
pp. 414-440 ◽  
Author(s):  
Nizar Mohammad Alsharari ◽  
Riyad Eid ◽  
Ali Assiri
Keyword(s):  
Balanced Scorecard ◽  
Relevant Literature ◽  
Implementation Process ◽  
Successful Implementation ◽  
Organizational Analysis ◽  
Accounting Systems ◽  
Content Type ◽  
The Balanced Scorecard ◽  
Exploratory Investigation ◽  
Dialectical Perspective

Purpose This paper aims to explain institutional contradictions in the balanced scorecard (BSC) implementation process between organizations, which successfully implemented BSC. The purpose of this paper is to identify a comprehensive set of potential determinants influencing the successful implementation of BSC. Design/methodology/approach This study is an exploratory investigation into the BSC implementation based on a dialectical perspective. It uses the triangulation of data collection including interviews, documents and surveys. This also includes a comprehensive scrutiny of the relevant literature; a comprehensive analysis of case studies of BSC implementations in four organizations; and interviews and documents evidences that have already implemented or are in the process of implementing BSC. Findings The BSC was successfully implemented in the organizations, when the accounting systems introduced in these organization had already been institutionalized, that is, accepted and used on day-to-day basis. The dialectical perspective postulates that for change to become institutionalized in the organization, it needs to overcome the problem of embedded agency. This process of change is possible due to the accumulation of institutional contradiction that enables human praxis to introduce change (Seo and Creed, 2002). Research limitations/implications There is a need to empirically test and refine the proposed factors and explore relationships among the various variables by collecting data from organizations that have already implemented BSC. Practical implications The findings of this study are important and relevant to all the different-sized organizations in the different sectors and industries. This study also makes a significant contribution to society in general. Originality/value This paper contributes to the literature on organizational and accounting change that emphasis the crucial role that institutional contradiction plays in the process of BSC implementation. The findings of this study will help management in making crucial decisions and in resource allocations that are required to make the BSC implementation a success.

scholarly journals FREE JOURNALISTS COLLECTIVE:
independence affirmed in everyday life

2020 ◽  
Vol 6 (6) ◽  
pp. a7en
Author(s):  
Adilson Cabral ◽  
Jaqueline Suarez Bastos
Keyword(s):  
Discourse Analysis ◽  
Everyday Life ◽  
Social Structures ◽  
Daily Lives ◽  
The Social ◽  
Dialectical Perspective ◽  
Methodological Procedures ◽  
Independent Media

This article addresses the independent media after the 2013 demonstrations in Brazil, taking as object of analysis the notion of independence built by the collective Jornalistas Livres (Free Journalists) in their daily lives, understood here as central to the social structures (re) production and change, in order to to understand how communication is inscribed in the conquest, maintenance and dispute of hegemony. It is understood here that an independent media is not unique, assuming, on the contrary, different meanings in several contexts. Our objective give focus to the idea of independence, discussing potentialities and limitations to the initiatives that operate under this logic. Anchored in a critical and dialectical perspective, we established as methodological procedures the bibliographic review, documentary survey and discourse analysis.

scholarly journals A dialectical perspective on burnout and engagement

2015 ◽  
Vol 2 (2-3) ◽  
pp. 87-96 ◽  
Author(s):  
Matthew R. Leon ◽  
Jonathon R.B. Halbesleben ◽  
Samantha C. Paustian-Underdahl
Keyword(s):  
Dialectical Perspective

The Paradox Perspective and the Dialectics of Contradictions Research

2021 ◽  
pp. 160-185
Author(s):  
Timothy J. Hargrave
Keyword(s):  
Organizational Effectiveness ◽  
Dialectical Approach ◽  
Dialectical Perspective ◽  
The Face ◽  
Dialectical Process ◽  
New Perspective ◽  
Further Development ◽  
Conceptual Core

This chapter compares paradox and dialectical perspectives on managing contradictions and engages the debate on the further development of the paradox perspective. This perspective provides guidance to managers on how they can increase organizational effectiveness in the face of seemingly irreconcilable tensions. It presents contradictions as persistent, stable, separable, and controllable. The dialectical perspective, in contrast, depicts contradictions as difficult to disentangle from their contexts, continuously changing, and transformed through oppositional processes. While paradox scholars have called for incorporation of dialectics into the paradox perspective, they have done so in a way that preserves rather than challenges or expands the conceptual core of the paradox perspective. This chapter advocates that scholars take a dialectical approach and experiment in establishing a new perspective that sublates the paradox and dialectical perspectives. This contradictions perspective would situate the experience of paradox as one moment in time within a never-ending dialectical process. I briefly discuss the possible outline of this perspective and highlight articles that have moved in its direction.

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