Categorisation of organisation dualities using the Delphi technique

Abstract

Abstract This paper presents the case of a non-traditional use of the Delphi method in order to explore organisational duality and reach a consensus on the 23 organisational dualities which allow for a classification into a three-tier organisational policy model (TTOP-model). The expert group was composed of seven experts from the field of management. The process ran for four rounds to reach the final consensus examining 25 dualities and eventually focusing them down to the final 23. In addition to their practical relevance of understanding the dualities, the findings also have implications for both the literature on strategic management and the paradox lens on organisational theory through an understanding of duality in terms of the TTOP model. This research not only advances conversations in strategic management but also helps to increase confidence when adopting the Delphi method for a wider recognition of the method within both interpretivist studies and paradox research.