Managing organizational complexity : philosophy, theory and application

In introducing this first volume of a series exploring issues in managing complexity, Richardson (Institute for the Study of Coherence and Emergence) contends that no one has yet developed a reliable skill set for learning from the noise of complex systems.

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Bibliographic Details
Other Authors Richardson, Kurt A. (Editor)
Format Electronic eBook
LanguageEnglish
Published Bingley, U.K : Emerald Publishing Limited : IAP - Information Age Pub. Inc., [2005]
SeriesManaging the complex ; volume 1.
Subjects
Organizational effectiveness.
Complex organizations > Management.
System theory.
Business & Economics > Organizational Behavior.
Organizational theory and behaviour.
elektronické knihy
electronic books
Online AccessFull text
ISBN9781918116649
DOI10.1108/9781607525011
Physical Description1 online resource (592 pages) : illustrations

Cover

Table of Contents:
  • Section 1. Philosophy
  • Section Introduction: Why philosophy? / Kurt A. Richardson
  • Chapter 1. Knowing complex systems / Paul Cilliers
  • Chapter 2. "to be or not to be? That is [not] the question": Complexity theory and the need for critical thinking / Kurt A. Richardson
  • Chapter 3. How can we think complex? / Carlos Gershenson and Francis Heylighen
  • Chapter 4. Emergence, creative process, and self-transcending constructions / Jeffrey Goldstein
  • Chapter 5. Causality in organized complexity: The role of management / Stanley E. Salthe
  • Chapter 6. Advancing complexity theory into the human domain / Barbara Simpson
  • Section 2. Theory
  • Section Introduction: Pluralism in management science / Kurt A. Richardson
  • Chapter 7. From excellence to emergence: The evolution of management thinking and the influence of complexity / Buck Lawrimore
  • Chapter 8. Unresolved issues in process-centric business analysis: A cathartic role for complexity / James Falconer
  • Chapter 9. The use of bytes to analyze complex organizations / Shann Turnbull
  • Chapter 10. Chaos-based principles of forecasting / Lui Hong and Kurt A. Richardson
  • Chapter 11. Predicting the human weather: How differentiation and contextual complexity affect behavior prediction / Robert G. Jones & Gowri Parames
  • Chapter 12. Dealing with complexity in organizational control processes: Drawing lessons for the human brain / Rajaram Veliyath and K. Sathian
  • Chapter 13. Theory of integral complex organization / Ronald C. Murray
  • Chapter 14. Self-reproduction of the enterprise: Von neumann's model applied / Pavel O. Luksha
  • Chapter 15. The observation, inquiry, and measurement challenges surfaced by complexity theory / Eric B. Dent
  • Chapter 16. An intersubjective measure of organizational complexity: A new approach / Mihnea Moldoveanu
  • Chapter 17. Imagining complex partnerships / Will P. Medd
  • Chapter 18. The improvised-orchestration model of organizational evolution / Tadahiko Kawai
  • Chapter 19. Storytelling and the complex epistemology of organizations / Ken Baskin
  • Chapter 20. Ancient insights into the modern organization / Julie Richardson
  • Chapter 21. Machines or gardens ... Or both? / Patrick E. Connor and Carole S. Napolitano
  • Chapter 22. A complexity-based scrutiny of learning from organizational crises / Dawn R. Gilpin
  • Section 3. Application
  • Section Introduction: Applying complexity thinking / Kurt A. Richardson
  • Chapter 23. The implications of complexity for business process and strategy / Peter M. Allen, Jean Boulton, Mark Strathern, and James Baldwin
  • Chapter 24. Agent-based models to manage the complex / Duncan A. Robertson
  • Chapter 25. The coherent management of complex project and the potential role of group decision support systems / Kurt A. Richardson, Andrew Tait, Johan Roos, and Michael R. Lissack
  • Chapter 26. The complexity of complex systems conferences: Reflexivity and walking the talk / Michael R. Lissack
  • Chapter 27. Parameters for sustained orderly growth in learning organizations / James K. Horn
  • Chapter 28. Complexity and spatiality: Regions, networks and fluids in sustainable water management / Will P. Medd and Simon Marvin
  • Chapter 29. Encouraging strategic change by using complexity-based principles: A case study of the open university, UK / Elizabeth McMillan
  • Chapter 30. Provoking chaordic change in a dutch manufacturing firm / Frans van Eijnatten and Maarten van G Postscript / Andrew Wilson.

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