Managing complexity in organizations : a view in many directions

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Managing complexity in organizations : a view in many directions

edited by Michael R. Lissack and Hugh P. Gunz

Quorum, 1999

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注記

"A collection of work prepared for the two 1998 gatherings of the 'Managing the Complex' conference .... Complex-M and Managing the Complex took place ... in Toronto in April and in Boston in October"--Introduction

Includes bibliographical references and index

内容説明・目次

内容説明

Lissack and Gunz have gathered many of the leading practitioners from the science of complexity and its emerging applications to management-to give us an up-to-date, comprehensive understanding of this important new field and how it can change the way we think about the organizations. Complex systems, which consist of many interacting entities and exhibit properties such as self-organization, evolution, and constant novelty, exist in all domains of our world. The metaphors and models derived from complexity, say Lissack and Gunz, can be used to make sense of these systems and help managers shape them. The three chapters in Part I introduce the topic of complexity science and how it relates to modern management practice, providing a context for the section on strategy, creativity, communications, and applications that follow. Part II examines strategy from a complexity perspective and complexity from a strategy perspective. In Part III the authors look at the intersection of complexity, creativity, and communication. Part IV on applications, examines how complexity-influenced theories of management actually affect routine management practice. Throughout, the book makes clear that what worked in a simpler, clearer world will not work today. State of the art yet basic enough to remain timely well into the future, this book will prove indispensable for organization decision makers everywhere and their academic colleagues.

目次

Introduction by Michael R. Lissack and Hugh P. Gunz Overview Complexity: The Science, Its Vocabulary, and Its Relation to Organizations by Michael R. Lissack Complexity: More than a Fad? by Tom Petzinger Complexity, Computational Ability, and the Corporation of the Future by Arnold J. Wytenburg Strategy Strategy as Design: A Fitness Landscape Framework by Steve Maguire Markets in Phase Transition by Ken Baskin The Future of Strategy: The Role of the New Sciences by Robin Wood Creativity and Communication Images or Reality? Metaphors, Memes, and Management by If Price Chaos, Communication, and Cultural Change: Beyond the Management of Organization by Pekka Aula The Architecture of Strategic Thought: A Neuronal Network Approach by Harold E. Klein Strategic Management System Enhancement and the Concept of Strong Influence Strings by Adam J. Koch Applications Chaos Theory and Project Management: A Perspective on Managing the Complex Project by Janet Bardyn and Donna Fitzgerald Complexity, It, and the Interprise by Mark W. McElroy Adaptive Corporations by Mark White Complexity in the Dynamics of Organizational Founding and Failure by Joel A. C. Baum and Brian S. Silverman Evaluating Performance in a Complex Adaptive System by Glenda H. Eoyang and Thomas H. Berkas Complexity Metaphors and the Process of Small Business Foresighting by Ted Fuller Gorbachev as CEO Roadkill Lessons for the Modern Corporation from the Soviet Foreign Policy Establishment's Failure to Manage Complexity by Robert M. Cutler The Emergence of Technological Fields by Raghu Garud, Peter Karnoe, and E. Andres Garcia Concluding Remarks by Michael R. Lissack and Hugh P. Gunz

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