Complexity leadership in bureaucratic forms of organizing: A meso model

We consider Complexity Leadership Theory [Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly.] in contexts of bureaucratic forms of organizing to describe how adaptive dynamics can work in combination with administrative functions to generate emergence and change in organizations. Complexity leadership approaches are consistent with the central assertion of the meso argument that leadership is multi-level, processual, contextual, and interactive. In this paper we focus on the adaptive function, an interactive process between adaptive leadership (an agentic behavior) and complexity dynamics (non-agentic social dynamics) that generates emergent outcomes (e.g., innovation, learning, adaptability) for the firm. Propositions regarding the actions of complexity leadership in bureaucratic forms of organizing are offered.     

Applying Complexity and Emergence in Social Work Education

Complexity theory provides social work educators, researchers, and evaluators with a promising approach for examining the concepts of interconnectedness, non‐linearity and emergence. This paper introduces complexity theory, provides an example in which a large international non‐governmental organization developed the capacity to address the issue of human trafficking, and discusses implications for applying this approach to social work education coursework. Social work applications of complexity range from understanding emerging social movements, to encouraging human rights and resiliency in target populations, to understanding the interdependencies of communities.     

Longitudinal Analysis of Inhibitors of Manufacturer Delivery Performance

This article examines demand, manufacturing, and supply factors proposed to inhibit manufacturer delivery execution. Extant research proposes many factors expected to harm delivery performance. Prior cross‐sectional empirical research examines such factors at the plant level, generally finding factors arising from dynamic complexity to be significant, but factors arising from detail complexity to be insignificant. Little empirical research examines the factors using product‐level operating data, which arguably makes more sense for analyzing how supply chain complexity factors inhibit delivery. For purposes of research triangulation, we use longitudinal product‐level data from MRP systems to examine whether the factors inhibit internal manufacturing on time job rates and three customer‐oriented measures of delivery performance: product line item fill rates, average delivery lead times, and average tardiness. Our econometric models pool product line item data across division plants and within distinct product families, using a proprietary monthly dataset on over 100 product line items from the environmental controls manufacturing division of a Fortune 100 conglomerate. The data summarize customer ordering events of over 900 customers and supply chain activities of over 80 suppliers. The study contributes academically by finding significant detail complexity inhibitors of delivery that prior studies found insignificant. The findings demonstrate the need for empirical research using data disaggregated below the plant‐level unit of analysis, as they illustrate how some factors previously found insignificant indeed are significant when considered at the product‐level unit of analysis. Managers can use the findings to understand better which drivers and inhibitors of delivery performance are important.     

Crafting business models for conflicting goals: Lessons from creative service firms

The business model construct has become attractive to both managers and academics. It reflects how the most important organization's strategic and tactical choices regarding the allocation of resources interact in order to create and capture value. Yet with the growing entrepreneurial complexity, managers often end up pursuing conflicting and even paradoxical strategic goals, thus rendering the business modelling processes more complex, too. Well-known examples are profit versus social value, stakeholder versus company interests, exploration versus exploitation and environmental sustainability versus economic returns. The academic business model literature so far has provided limited insights on how to implement business models beyond a single goal and focused mainly on the initial strategic choice of a business model, ignoring that such salient tensions are often persistent and resurface within the business practice. In this study we leverage paradox theory to investigate how managers of creative firms make tactical choices to accommodate (not solve) salient tensions within their business models, focusing on the domains like services provided, choice of clients, networking and resourcing practices, revenue models and new venture creation. Based on qualitative case study research, we found four integrating and three differentiating decision-making tactics that managers deploy to create both economic and creative value through their business models. Adding to the business model theory, we show how business models are crafted in managerial practices by making tactical decisions to solve conflicts and paradoxes. The results equally enrich the paradox literature by providing for tactical-level approaches toward working through the paradox.     

Technical rationality and professional artistry in HRD practice

Abstract

This paper outlines the limitations of a technical rationalist approach to HRD practice without seeking to negate it. It then offers a complementary view based on Schon's notion of the reflective practitioner which exhorts HRD practitioners to embrace complexity and reflection. We outline, first, a number of dimensions of diversity which confer complexity upon HRD practice, and, second, a series of suggested questions that may aid the framing of practical problems in a more effective way than might be the case with a purely technical rationalist approach. We urge novice (and expert) HRD practitioners to adopt a mind set that is contemplative of the diversities that they may encounter in practice and which is conjectural with regard to how these diversities may impact upon problems and their solutions.     

复杂性研究对整体论的复兴与超越

复杂性研究的总特征是对传统的还原论持批判态度,并且试图建构复杂性范式来超越沿用了数百年的还原论,因此,在一定意义上复杂性研究的兴起为整体论提供了一次复归的机遇。但是,复杂性研究并不等同于整体论,它在超越还原论的同时也同样需要超越整体论。所以,复杂性研究与整体论的关系是既复归又超越,而不是简单的等同关系。复杂性研究既要经过还原论的洗礼又要引入整体论的思想和方法对它进行补充。     

Complexity and Competition

Extensive‐form market games typically have a large number of noncompetitive equilibria. In this paper, we argue that the complexity of noncompetitive behavior provides a justification for competitive equilibrium in the sense that if rational agents have an aversion to complexity (at the margin), then maximizing behavior will result in simple behavioral rules and hence in a competitive outcome. For this purpose, we use a class of extensive‐form dynamic matching and bargaining games with a finite number of agents. In particular, we consider markets with heterogeneous buyers and sellers and deterministic, exogenous, sequential matching rules, although the results can be extended to other matching processes. If the complexity costs of implementing strategies enter players’ preferences lexicographically with the standard payoff, then every equilibrium strategy profile induces a competitive outcome.     

Complexity and Adaptivity in Supply Networks: Building Supply Network Theory Using a Complex Adaptive Systems Perspective*

Supply networks are composed of large numbers of firms from multiple interrelated industries. Such networks are subject to shifting strategies and objectives within a dynamic environment. In recent years, when faced with a dynamic environment, several disciplines have adopted the Complex Adaptive System (CAS) perspective to gain insights into important issues within their domains of study. Research investigations in the field of supply networks have also begun examining the merits of complexity theory and the CAS perspective. In this article, we bring the applicability of complexity theory and CAS into sharper focus, highlighting its potential for integrating existing supply chain management (SCM) research into a structured body of knowledge while also providing a framework for generating, validating, and refining new theories relevant to real‐world supply networks. We suggest several potential research questions to emphasize how a CAS perspective can help in enriching the SCM discipline. We propose that the SCM research community adopt such a dynamic and systems‐level orientation that brings to the fore the adaptivity of firms and the complexity of their interrelations that are often inherent in supply networks.     

知识管理与企业核心竞争力的培育

本文分析企业核心竞争力的知识属性,综合出核心知识竞争力和核心能动力是其构成维度,为利用知识管理培育企业核心竞争力提供了理论前提。并以复杂性科学理论为工具,根据企业核心竞争力培育过程中的知识流,指出了利用知识管理培育企业核心竞争力的具体措施,为知识经济形势下培育企业核心竞争力和建立它与知识管理的有机联系提供理论启示。     

从噪声产生有序的原理：非指导性的学习和做梦

文章从两个方面阐述了生物的自组织亦即其复杂性的问题：一、生物后天行为的性状不是机械地由遗传基因决定的,而是由基因组与细胞内理化环境（包括被基因决定产生的蛋白质）之间的相互作用所形成的调节机制决定的;二、生物的自组织和复杂化是通过生物在充满随机作用的环境中自主地摸索自身行为可以遵循的概率性规律、从而减少自身结构中的冗余性以增加异质性而实现的。