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Center for Managing Tensions & Complexity

To manage tension and complexity in times of disruptive change

The current sociopolitical situation, increasing digitalization and flexibility leads to tremendous turbulences and insecurity with regard to future developments that are constantly shaking our companies and pose serious challenges on them. Dealing with complexity, ambiguity and tensions in times of disruptive change is especially important for companies’ sustainable growth and to stay competitive in the long run.

Research of the Center aims at answering the question as to how companies and their managers meet complexity, tensions and paradox pro-actively in order to induce sustainable growth even if confronted with volatile environments in times of disruptive change.

 

Institute of Human Resource & Change Management

Contributions to reserach

  • Link, K. (2016): Paradoxe Führung. Eine Sowohl-als-auch-Perspektive in der Organisation verankern. zfo-Zeitschrift Führung + Organisation 85(5): 342-347.
  • Garaus, C./Güttel, W./ Konlechner, S./Koprax, I./Lackner, H./Link, K./Müller, B. (2016): Bridging knowledge in ambidextrous HRM systems: Empirical evidencefrom Hidden Champions. International Journal of Human Resource Management 27(3): 355-381.
  • Link, K./Müller, B. (2015): Delegating HR work to the line: Emerging tensions andinsights from a paradox perspective. Zeitschrift für Personalforschung 29(3-4): 280-302.
  • Güttel, W./Konlechner, S./Trede, J. (2015): Standardized individuality versus individualized standardization: The role of the context in structurallyambidextrous organizations. Review of Managerial Science 9: 261-284.
  • Güttel, W./ Müller, B. (2017): Komplexes Kontextmanagement – der „neue“ Weg des Personalmanagements?! In: Erfolgreich in turbulenten Zeiten, Hrsg. Güttel, W., 127-134. Augsburg, München: Hampp.

Practical projects / partners

Management of complexity in times of disruptive change

(OeNB-Jubiläumsfondprojekt No. 16550)

  • Organisations dealing with complexity
  • Tensions and paradox as triggers for long-term sustainable growth
  • Managing paradox
  • Ars Electronica: Since its foundation in 1979, art, technology, and society have always been and still remain the central pillars of AE. Its development over such a long period of time, make AE an internationally unique organization whose study yields valuable insights into the role of complexity and paradoxical tensions for organizational development.
  • Hidden Champions“: Mid-sized companies in different high-tech manufacturing industries, that successfully balance innovation (exploration) and efficency (exploitation) for their long-term success.
  • Leading tensions: Leaders approaches of dealing with tensions and paradox.