A significant amount of research exists pertaining to faith-based organizations (FBOs). However, thus far, this research has focused primarily on government-funded, faith-based, social service provision. A fuller portrait of the complexities of faith-based organizations is warranted, given their rich history in the religious, cultural, and socio-economic contexts of civilization. In addition, research has only begun to touch on the management of faith-based organizations, and the tensions, contradictions, and oppositions that exist within them. This study explores the application of a paradoxical framework on faith-based organizations. Building on the research and categorization of organizational paradoxes by Smith and Lewis (2011), the study uses 33 paradox exemplars to inform a micro-level understanding of five established community faith-based nonprofit human service organizations. Comparative case studies have been used to investigate (1) the tensions, contradictions, oppositions, and simultaneous paradoxes within faith-based organizations, and (2) how they are managed. The findings suggest that the application of a paradoxical framework is a useful perspective from which to view the management and operation of faith-based organizations. The findings demonstrate that the faith-based organizations in this study exhibited all 33 paradox exemplars. The findings also reveal that the paradox management techniques and tactics identified by existing literature can be successful in managing the 33 paradox exemplars.
|Commitee:||Aristigueta, Maria P., Middlebrooks, Anthony E., Wholey, Joseph S.|
|School:||University of Delaware|
|Department:||School of Urban Affairs and Public Policy|
|School Location:||United States -- Delaware|
|Source:||DAI-A 81/1(E), Dissertation Abstracts International|
|Subjects:||Public administration, Organization Theory, Organizational behavior|
|Keywords:||Faith-Based, Management, Nonprofit, Paradox, Theory|
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