Unveiling the double-edged sword of magic concepts in public sector reforms: Why capacity to cope with paradoxes makes all the difference

Abstract This study examines how the use of magic concepts in public sector reform can simultaneously promote and undermine the achievement of reform. By integrating insights from magic concepts and paradox theory, the study suggests deploying magic concepts in reform can activate clusters of organizational paradoxes that in turn create unique opportunities for transformative change. Case studies from two Scandinavian municipalities illustrate the double-edged nature of magic concepts in reform: Only when an organization has the capacity to deal with heightened paradoxical tensions in an integrative way can the magic concept effectively contribute to achieving the desired reform outcomes.