This controversial series explains how the application of complexity science to today's organization could have radical implications for management practice.
Each book gives expression to a particular way of thinking about complexity in organizations. Drawing on insights from the complexity sciences, psychology and sociology, they develop theories of human organization, including ethics. The titles all build into a comprehensive resource, providing essential reading for anyone interested in strategy, systems thinking, organization and management theory and organizational change.
By Dr Patricia Shaw
July 25, 2002
Drawing on the theoretical foundations laid out in earlier volumes of this series, this book describes an approach to organizational change and development that is informed by a complexity perspective. It clarifies the experience of being in the midst of change. Unlike many books that presume ...
By Ralph Stacey
February 15, 2001
The past decade has seen increasing focus on the importance of information and knowledge in economic and social processes, the so-called 'knowledge economy'. This is reflected in the popularity amongst practicing managers and organizational theorists of notions of learning, sense-making, knowledge ...
By Douglas Griffin
November 22, 2001
The second half of the twentieth century witnessed the emergence of the most complex global organizations ever known. Taking a complexity theory perspective, this book explores the key factor that sustains them: leadership. The book examines how leadership is currently understood primarily from a ...
By Philip Streatfield
August 30, 2001
Business leaders are expected to be 'in control' of the situation in which their businesses find themselves. But how can organizational leaders and managers control matters entirely out of their hands; such as the next action a competitor takes, or the next law a government may pass? In this book, ...
By Jose Fonseca
November 29, 2001
Taking a critical look at major perspectives on innovation, this book suggests that innovation is not a designed functional activity of a firm or an intentional process through which firms anticipate changes in conditions. Jose Fonseca proposes that the concepts behind the innovation ...
