The value of theoretical multiplicity for steering transitions towards sustainability

Transition management, as a theory of directing structural societal changes towards sustainable system innovations, has become a major topic in scientific research over the last years. In this paper we focus on the question how transitions towards sustainability can be steered, governed or managed, in particular by governmental actors. We suggest an approach of theoretical multiplicity, arguing that multiple theories will be needed simultaneously for dealing with the complex societal sustainability issues. Therefore, we address the steering question by theoretically comparing transition management theory to a number of related theories on societal change and intervention, such as multi-actor collaboration, network governance, configuration management, policy agenda setting, and adaptive management. We conclude that these related theories put the managerial assumptions of transition management into perspective, by adding other steering roles and leadership mechanisms to the picture. Finally we argue that new modes of steering inevitable have consequences for the actual governance institutions. New ways of governing change ask for change within governance systems itself and vice versa. Our argument for theoretical multiplicity implicates the development of multiple, potentially conflicting, governance capacitie

Stylistic Creativity in the Utilization of Management Tools

We analyze the role of management instruments in the development of collective activity and in the dynamics of organization, recurring to pragmatic and semiotic theories. In dualist representation-based theories (rationalism, cognitivism), instruments are seen as symbolic reflections of situations, which enable actors to translate their complex concrete activities into computable models. In interpretation-based theories (pragmatism, theory of activity, situated cognition), instruments are viewed as signs interpreted by actors to make sense of their collective activity, in an ongoing and situated manner. Instruments combine objective artefacts and interpretive schemes of utilization. They constrain interpretation and utilization, but do not completely determine them: they define genus (generic classes) of collective activity, but they leave space for individual or local interpretive schemes and stylistic creation in using them. A major part of organizational dynamics takes place in the permanent interplay between instrumental genus and styles. Whereas representation-based theories can be acceptable approximations in stable and reasonably simple organizational settings, interpretation-based theories make uncertain and complex situations more intelligible. They view emotions and creativity as a key part of the interpretive process, rather than as external biases of a rational modelling process. For future research, we wish to study how interpretation-based theories should impact managerial practices and improve, not only intelligibility, but also actionability of instruments and situations.Collective Activity; Genus; Instruments; Interpretation; Management Instruments; Performance Management; Pragmatism; Semiotics; Style

Complexity, uncertainty-reduction strategies and project performance

This paper investigates how complexity influences projects and their performance. We develop a classification of project complexity by relying on fundamental theoretical insights about complexity and then use results from practice-oriented literature to assign concrete project complexity factors to the resulting categories. We also identify specific strategies for organizing and knowledge production that project planners use to address complexity-related uncertainties. We theorize about the way these strategies interact with various types of complexity to increase project performance. Anticipated influences are mostly corroborated using survey data on 81 complex projects from five continents and a diversity of sectors

Making evaluations matter: a practical guide for evaluators

This guide is primarily for evaluators working in the international development sector. It is also useful for commissioner of evaluations, evaluation managers and M&E officers. The guide explains how to make evaluations more useful. It helps to better understand conceptual issues and appreciate how evaluations can contribute to changing mindsets and empowering stakeholders. On a practical level, the guide presents core guiding principles and pointers on how to design and facilitate evaluations that matter. Furthermore, it shows how to get primary intended users and other key stakeholders to contribute effectively to the evaluation proces

Reconceptualising Hierarchies: The Disaggregation and Dispersion of Headquarters in Multinational Corporations

In this paper, we provide an introduction to the Special Issue entitled "Divide and Rule? The Emergence and Implications of Increasingly Disaggregated and Dispersed Headquarters Activities in Contemporary Firms". The purpose is two-fold. First, we propose a conceptualization of headquarters activities as a dynamic system in which activities can be distributed organizationally and spatially. We explicitly break with the dominant view of the prior research on "the headquarters" as a single, identifiable unit in one specific location. Second, building on the manuscripts accepted for publication in this Special Issue, we outline research implications and put forward an agenda for research on the emergence and continuous management of disaggregated and dispersed headquarters systems

Mapping wisdom as a complex adaptive system

This is the second of two papers concerning wisdom as an ecosystem appearing in sequential editions of Management & Marketing journal. The notion of wisdom as an ecosystem, or "the wisdom ecology", builds on work by Hays (2007) who first identified wisdom as an organisational construct and proposed a dynamic model of it. The centrepiece of this and its former companion paper is a relationship map of the Wisdom Ecosystem (the Causal Loop Diagram at Figure 1). The first paper, "The Ecology of Wisdom", introduced readers to the topics of wisdom and complex adaptive systems, and presented a dynamic model of the Wisdom Ecosystem. This second paper discusses systems dynamics modelling (mapping systems) and covers the Wisdom Ecosystem model in detail. It describes the four domains, or subsystems, of the Wisdom Ecosystem, Dialogue, Communal Mind, Collective Intelligence, and Wisdom, and walks readers through the model, exploring each of its 25 elements in turn. It examines the relationships amongst system elements and illuminates important aspects of systems function, providing a rare tutorial on developing and using Causal Loop Diagrams.Causal Loop Diagramming, Complexity, Dialogue, Organisational Learning, Systems Dynamics, Wisdom.

Interorganizational Information Exchange and Efficiency: Organizational Performance in Emergency Environments

Achieving efficiency in coordinated action in rapidly changing environments has challenged both researchers and practitioners. Emergency events require both rapid response and effective coordination among participating organizations. We created a simulated operations environment using agent-based modeling to test the efficiency of six different organizational designs that varied the exercise of authority, degree of uncertainty, and access to information. Efficiency is measured in terms of response time, identifying time as the most valuable resource in emergency response. Our findings show that, contrary to dominant organizational patterns of hierarchical authority that limit communication among members via strict reporting rules, any communication among members increases the efficiency of organizations operating in uncertain environments. We further found that a smaller component of highly interconnected, self adapting agents emerges over time to support the organization\'s adaptation in changing conditions. In uncertain environments, heterogeneous agents prove more efficient in sharing information that guides coordination than homogeneous agents.Agent-Based Simulation, Emergency Management, Network Evolution, Performance

Styling the Future. A philosophical account of scenarios & design

Since the end of the 1980s – the Decade of Style (Mort, 1996) – the value of style in design has fallen. Recent times (Whicher et al., 2015) see a focus on style as a sign of design’s immaturity, while a more mature design should be attending to process, strategy and policy creation. Design Thinking has been enjoying its success in the same spirit, where it is championed (Brown, 2008; Martin, 2009; Neumeier, 2009) as a way of taking design away from its early stage as ‘mere’ styling, towards the more thoughtful, serious matters of business. The philosopher Gilles Deleuze is of a different mind however. ‘Style,’ he writes (1995, p.31), ‘amounts to innovation.’ For us this engages not only a rethinking of design practice in particular, but also a reconsideration of the guiding principles of scenario planning. Deleuze’s thought entails the opportunity for styling to be an act that participates in driving all creativity towards making a successful future impact (Flynn & Chatman, 2004; Cox, 2005). A philosophical disruption of current design and scenarios orthodoxies offers a way of considering that style has a key role in the production of the future. Here, then, we will investigate the creative, even innovative, opportunities that emerge from a reworking of the value of style that comes from a critique of Design Thinking, a perspective on future-thinking (especially scenario planning (e.g. Schwartz, 1991; Li, 2014; Ramírez & Selin, 2014), but also some work from organisation and management studies (e.g. Tsoukas, 2005a, 2005b)), and an encounter with philosophy (particularly the work of Deleuze & Guattari (1984, 1987, 1994). We will highlight the affective capacities of style – in design and scenarios, both as creative constructing of futures – by way of creatively accessing uncertainty, complexity and indeterminacy in the production of strategic maps for living (both individuals and organisations)

Ethical Blindness

Many models of (un)ethical decision making assume that people decide rationally and are in principle able to evaluate their decisions from a moral point of view. However, people might behave unethically without being aware of it. They are ethically blind. Adopting a sensemaking approach, we argue that ethical blindness results from a complex interplay between individual sensemaking activities and context factor