Complexity,simplicity, simplexity

“In the midst of order, there is chaos; but in the midst of chaos, there is order”, John Gribbin wrote in his book Deep Simplicity (p. 76). In this dialectical spirit, we discuss the generative tension between complexity and simplicity in the theory and practice of management and organization. Complexity theory suggests that the relationship between complex environments and complex organizations advanced by the well-known Ashby’s law, may be reconsidered: only simple organization provides enough space for individual agency to match environmental turbulence in the form of complex organizational responses. We suggest that complex organizing may be paradoxically facilitated by a simple infrastructure, and that the theory of organizations may be viewed as resulting from the dialectical interplay between simplicity and complexity.     

The Effects of Multiple-Tact and Receptive-Discrimination Training on the Acquisition of Intraverbal Behavior

The purpose of this study was to determine whether multiple-tact training and receptive-discrimination training could be used to teach thematically related vocal intraverbals to typically developing preschool children. Multiple-tact training involved teaching a child to name both the item and the category to which the item belonged. Receptive-discrimination training consisted of teaching a child to select a picture card in the presence of a question from the experimenter regarding the item or its category. When neither of these strategies resulted in substantial increases in intraverbal responses, a typical intraverbal training protocol using tact prompts was implemented. Six typically developing children participated in the study. A multiple-baseline design across word categories was used to evaluate the effects of the three training procedures. Results indicated that both multiple-tact and receptive-discrimination training had minimal effects on the strength of the intraverbal repertoire, whereas direct intraverbal training had a more substantial effect. The results provide some evidence of the functional independence of verbal operants, as well as the independence of listener and speaker repertoires. Receptive-discrimination and multiple-tact training may have facilitated acquisition of intraverbals; however, further research is needed to assess how these repertoires might interact with each other.     

MOMENT ESTIMATION IN THE CLASS OF BISEXUAL BRANCHING PROCESSES WITH POPULATION–SIZE DEPENDENT MATING

This paper concerns the estimation of the offspring mean vector, the covariance matrix and the growth rate in the class of bisexual branching processes with population‐size dependent mating. For the proposed estimators, some unconditional moments and some conditioned to non‐extinction are determined and asymptotic properties are established. Confidence intervals are obtained and, as illustration, a simulation example is given.     

Extending an order to the power set: The Leximax Criterion

This work analyzes the issue of ranking the levels of well-being enjoyed by an agent when dealing with her opportunity set in a freedom of choice context. We try to propose a natural extension of a preference relation over a (possibly) infinite set X to its power set, compatible with the finite Leximax criterion. This research has been supported by Comisión Interministerial de Ciencia y Tecnología, SEC2000-0838 (Ballester), and Dirección General de Enseñanza Superior e Investigación Científica, PB98-0551 (De Miguel).     

Speak! Paradoxical Effects of a Managerial Culture of ‘Speaking Up’

We explore the intrinsic ambiguity of speaking up in a multinational healthcare subsidiary. A culture change initiative, emphasizing learning and agility through encouraging employees to speak up, gave rise to paradoxical effects. Some employees interpreted a managerial tool for improving effectiveness as an invitation to raise challenging points of difference rather than as something ‘beneficial for the organization’. We show that the process of introducing a culture that aims to encourage employees to speak up can produce tensions and contradictions that make various types of organizational paradoxes salient. Telling people to ‘speak up!’ may render paradoxical tensions salient and even foster a sense of low PsySafe.     

‘‘Entrepreneurial Ecosystems and the Diffusion of Startups” by (Eds.) Alvarez,S., Carayannis,E.G., Dagnino,G. B., & Faraci,R. (Edward Elgar Publishing, 2018)

Journal of Management and Governance -     

Challenging the neoliberal view of education: the Center for Ecoliteracy as a transformative educational practice

The neoliberal rationality of recent decades has, as one of its maxims, that of extending market logic to the rest of social dimensions on the basis of competition. However, the spreading of this neoliberal ‘drug’ requires profound political reforms. It calls for a cultural engineering of the public sector which has been fostered by the New Public Management (NPM). This form of governmentality controls current power relations and gives a new meaning to the management of public services, including the educational sector. In this paper, we maintain that there are ‘spaces of resistance’ against the neoliberal educational rationality. We analyse the Center for Ecoliteracy (CFE) as a transformative experience which integrates a holistic perspective into educational practice. We compare the principles of the NPM with those of the CFE, showing that there are more humanistic approaches to education which aim to teach students the need to live in sustainable communities.     

How leader humility helps teams to be humbler,psychologically stronger,and more effective: A moderated mediation model

We hypothesize that (a) the level of humility expressed by leaders predicts team performance through, serially, team humility and team PsyCap, and (b) the strength (i.e., consensus within the team) of the leader humility, team humility and team PsyCap moderates the paths of that hypothesized model. A sample comprising 82 teams (82 leaders; 332 team members) was collected. Team members reported leader humility, team humility and team PsyCap. Leaders reported team performance. To handle the risks of common method bias, each mediating path of the hypothesized model is based on data from two different subsamples within each team. Our model's most novel theoretical contribution is the (moderated mediated) connection between leader humility, collective humility, and team PsyCap, and this was consistently supported in our data. Our inconsistent findings dealing with the relationship between team PsyCap and performance is well established in the literature and our results in both sub-samples were in the theorized direction. The study contributes to understand why, how and when humble leaders are more effective.     

Window strikes: bird collisions in a Neotropical green city

Urban Ecosystems - Window strikes are among the most worrisome causes of bird mortality. Being responsible for billions of avian deaths, bird-window collisions have been widely studied in the US...