Managing polarities
Subtitle: the 'bias for action versus reflection' interplay in start-up technology firms.
Published: 2004
Language: eng
Number of pages: 214
Subjects: Computer software industry -- Ontario -- Ottawa.; Chief executive officers -- Ontario -- Ottawa -- Attitudes.; Reflection (Philosophy).; Organizational behavior -- Ontario -- Ottawa.
Description: The research examines the mechanisms by which the Founder/CEOs of a group of Ottawa-based start-up software firms manage the dynamics of the action/reflection polarity. It specifically examines two aspects of the issue. The first explores how the founder/entrepreneurs conceptualize and discuss reflection/action at an individual level and how industry changes in the past thirty-six months have affected their stated views. The objective was to understand if, and how, the study participants integrate reflective activity into their busy personal and organizational lives; how they cope and reflect on a major unplanned event; and to what extent those reflections have the effect of altering their views on the value of reflective activity. Second, the research looks at reflection as an adaptive, organizational mechanism level by examining the extent to which reflective practice is intentionally, or unintentionally embedded in the organizations' processes. Data were collected using semi-structured interviews with a group of ten founder/entrepreneurs of Ottawa based software companies who shared certain common characteristics. The data were analyzed and results reported.The study found that a large number of environmental and cultural factors, dominated by the capital funding system, impels the entrepreneurs to be overwhelmingly action-biased. Furthermore, this orientation was largely unaffected by the industry meltdown. The study found that reflective activity was evidenced at the individual level only when environmental changes threatened the very livelihood of the entrepreneurs. The study also found some evidence of reflective activity built into the processes used by the companies in question as well as a direct correlation between the drive for predictability in the business and the increased reliance on said organizational processes.Finally, in light of the findings, the study evaluates the analytical usefulness of the polarity management framework. It concludes by proposing an alternative theoretical framework, one based on recursive feedback loops, as a more effective means by which to introduce reflective practice into organizations.
Notes: Adviser:  Marilyn Laiken.

Thesis (Ed.D.)--University of Toronto, 2004.

Electronic version licensed for access by U. of T. users.

Source: Dissertation Abstracts International, Volume: 65-10, Section: A, page: 3655.