Conditioned Emergence : A Dissipative Structures Approach to Transformation  

Oleh:

Macintosh, Robert ; Maclean, Donald

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: Strategic Management Journal vol. 20 no. 4 (1999), page 297-316.
Topik: approach; business process re - engineering; complexity theorym dissipative structures; organizational learning; transformation

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: SS30.3 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

This paper presents a novel framework for the management of organizational transformation, defined here as a relatively rapid transition form one archetype to another. The concept of dissipative structures, from the field of complexity theory, is used to develop and explain a specific sequence of activities which underpin effective transformation. This sequence integrates selected concept form the literatures on strategic chnage, organizational learning and business processes, in so doing, it introduces a degree of prespectiviness which differentiates it from other managerial interpretations of complexity theory. Specifically, it proposes a three - stage process : first : the organization 'conditions' the outcome of the transformation process by articultaing and reconfiguring the rules which underpin its deep structure second : it takes steps to move form its current equilibrium, and finally : it moves into a period where positive and negative feedback loops become the focus of managerial attention. The paper argues that by managing at the level of deep structure in social systems, organizations can gain some influence over self - organizing processes which are typically regarded as unpredictable in the natural sciences. However the paper further aargues that this influence is limited to archetypal features and that detailed forms and behaviours are emergent properties of the system. Two illustrative case vignettes are presented to give an insight into the practical application of the model before conclusions are reached which speculate on the implications of this approach for strategy research.

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