Strategic Realities — The Role of Paradox


To deconstruct means to uncover the paradoxes that reside in those strategic realities that comply with the dominant logics. Whereas chapter three outlined the need to expose paradox and thus to dismantle the dominant logics and chapter four introduced the possibility of doing so by discussing deconstruction, this chapter asks for the consequences of paradox with regard to the creation of future strategic realities. It is necessary to discuss the consequences of paradox before we present the deconstructions in chapter six, since we have not yet clarified (a) the value of paradox and (b) possibilities of dealing with paradoxical indecision.


Strategic Management Strategic Decision Strategy Talk Final Origin Dominant Logic 
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  1. 85.
    Ortmann (2004a) identifies a variety of other ways to deal with paradoxical reasoning (e.g., spatialization of paradox). To deparadoxify via spatialization means that the two conflicting ends of the opposition are not decoupled over time but in space. In this way, the simultaneous presence of the mutually excluding ends of the opposition is dispersed. For instance, one group of strategists deals with strategy formulation and another with implementation.Google Scholar
  2. 86.
    Performatives are just one possible type of bootstrapping. Hofstadter (1987: 315), Kauffman (1998: 422–423), and Ortmann (2004c: 56–61) give yet other examples (e.g., bootstrapping in evolutionary biology or in computing).Google Scholar
  3. 87.
    Derrida (1992a: 16) knows very well that “it is impossible to have a full experience of aporia, that is, of something that does not allow passage” and also stresses that “the aporia can never simply be endured as such.” (Derrida 1993:78)Google Scholar

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