This article brings together previous research efforts by the authors and reviews a wide range of relevant literatures to explain and analyze paradoxes of employee participation and workplace democracy. Although the authors do not take the position that all or even most of these paradoxes are necessarily harmful, they do maintain that there are a variety of practical avenues for dealing with them. The heart of the essay analyzes several main categories of participatory paradoxes: those of structure, agency, identity, and power. Following that, the authors offer practical suggestions for the management of paradoxes (and related tensions and contradictions), linking those recommendations to relevant theoretical and empirical propositions.
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