Process of Learning Paradox in the Japanese Context - Embedded Paradox and Modernization in Work Place

Miyako Imamura
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Miyako Imamura: School of Management, Kyoto University

No 24-04-Rev., Discussion Papers in Economics and Business from Osaka University, Graduate School of Economics

Abstract: This study clarifies how people working in Japan learned paradox theory based on the outcome of a series of online training on paradoxical leadership. Paradox theory has been the focus of attention in management studies, and its philosophy originates in Asian cultures. Japanese workplaces can be seen as complicated places that have been embedded in Japanese culture and simultaneously have the effect of Western working culture. Paradox is embedded in Japanese company activity because of its cultural context; however, the job scope of each one is becoming narrower and their language use is becoming more explicit because of modernization. Therefore, the paradox is seen as a problem for Japanese working people. The observation of participants’ discussion and outcome of their report also shows that they see the paradox as a “problem to be solved†and wish to learn a solution when the training started. They gradually understand the idea of paradox theory; each condition relies on each other, goes back and forth, synergizing each other, but never disappears. Participants then became interested in methods to navigate paradox such as guardrail, gradually gaining a positive image of paradox.

Keywords: paradox; Japanese context; modernization (search for similar items in EconPapers)
JEL-codes: M0 (search for similar items in EconPapers)
Pages: 8 pages
Date: 2024-04, Revised 2024-04
New Economics Papers: this item is included in nep-mac and nep-sea
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