Inventario de recursos, área del Programa de Diversificación de Turrialba. Inventario de recursos, cantón de Turrialba

148 páginasThis resource inventory, encompassing the economically viable area within the Turrialba Diversification Project (which includes the canton of that name and a portion of the adjoining District of Tucurrique), was carried out during July-September, 1968, by five students of the Resources for Development Unit of the Training and Research Center of the Inter-American Institute of Agricultural Sciences, under the guidance of faculty and associated members of that Unit. Its objectives were to obtain a systematic knowledge of the physical and human resources of the study area and to assess, in preliminary fashion, the possibilities for expanding and systematizing the existing diversification program of the municipality. The scope of the inventory was restricted, first of all, to the time and personnel available and, secondly, by the fact that the terms of reference included only agriculture and silviculture rather than a complete range of employment and land use alternatives for diversification (industry, tourism, etc.

A paradox approach to organizational tensions during the pandemic crisis

The COVID-19 pandemic is a massive exogenous shock that reverberated around the world, forcing all types of organizations to change overnight—from the local coffee shop to the international airline. As we try to make sense of the events surrounding the pandemic, one question that has perplexed both scholars and managers alike has been the extent to which this experience is qualitatively different from others. One area of research to turn to is research on organizational paradoxes, as the organizational paradox literature has focused extensively on how organizations experience change (e.g., Jay, 2013; Lüscher & Lewis, 2008; Smith & Tracey, 2016). According to the paradox literature, major exogenous change impacts organizations by increasing the saliency of organizational tensions (Smith & Lewis, 2011), such as tensions between exploration and exploitation (e.g., Smith, 2014), cooperation and competition (e.g., Raza-Ullah et al., 2014), or control and collaboration (e.g., Sundaramurthy & Lewis, 2003). The increased salience of tensions is critical for understanding organizations undergoing major change because tensions are both multi-level and multi-faceted, impacting actors ranging from the CEO to the front-line employee (Jarzabkowski et al., 2013) and involving responses that are cognitive (e.g., Miron-Spektor et al., 2018), emotional (e.g., Vince & Broussine, 1996), and material (e.g., Knight & Paroutis, 2017). By focusing attention on the tensions that organizations experience during the pandemic and their responses, the paradox literature can provide shards of clarity to this otherwise incomprehensible event. At the same time, unpacking the pandemic experience through a paradox lens can reveal new insights on organizational tensions, enabling scholars to gain sense of future, seemingly, senseless events