A list of websites and reading materials on strategy & complexity

The list has been developed based on a broad interpretation of the subject of ‘strategy & complexity’. Resources will therefore more, or less directly relate to ‘being strategic in the face of complexity’. Many of the articles and reports referred to in the attached bibliography can be accessed and downloaded from the internet. Most books can be found at amazon.com where you will often find a number of book reviews and summaries as well. Sometimes, reading the reviews will suffice and will give you the essence of the contents of the book after which you do not need to buy it. If the book looks interesting enough, buying options are easy

The effect of organizational culture on CRM success

Copyright @ 2013 EMCIS.The aim of this paper is to develop a theoretical framework exemplifying the effect of organizational culture on the success of Customer Relationship Management (CRM) systems' implementation. This is deemed significant as yet little research has investigated the role of organizational culture as a critical success factor to CRM implementation. The proposed theoretical framework is developed based on the notion that nurturing an organizational culture that promotes adaptive learning leads to better management of customer information that in turn improves the quality of customer information, which is considered a key contributor to successful implementation of CRM initiatives. The Competing Values Framework (CVF) is used to measure "Organizational Culture" since it has proven its validity in examining the effect of organizational culture on organizational effectiveness and performance

Evolution of Supply Chain Collaboration: Implications for the Role of Knowledge

Increasingly, research across many disciplines has recognized the shortcomings of the traditional “integration prescription” for inter-organizational knowledge management. This research conducts several simulation experiments to study the effects of different rates of product change, different demand environments, and different economies of scale on the level of integration between firms at different levels in the supply chain. The underlying paradigm shifts from a static, steady state view to a dynamic, complex adaptive systems and knowledge-based view of supply chain networks. Several research propositions are presented that use the role of knowledge in the supply chain to provide predictive power for how supply chain collaborations or integration should evolve. Suggestions and implications are suggested for managerial and research purposes

Synthesis of FMSP Experience and Lessons Learned for Fisheries Co-Management, Final Technical Report

In November 2012, the UK Department for International Development (DFID) set the terms of reference for a commissioned assessment of fisheries and aquaculture science. The task was to complete a "scoping review", consisting of an in-depth assessment of the existing evidence related to fisheries and aquaculture activities in developing countries and their contribution to economic growth, food security and nutrition. For this the assessment was expected to identify the existing evidence and 'evidence in the pipeline' (i.e. to be published imminently) from the existing literature, compile it, and provide an assessment of the strength (in the sense, scientific rigor) of that evidence, and identify knowledge or evidence gaps. In addition the assessment was to be complemented by a mapping of existing relevant interventions in fisheries and aquaculture. In order to conduct this assessment, the team of consultants adopted a six step methodological protocol that allowed them to assess in a consistent manner the scientific quality of the documents included in the assessment, based on quality, size and consistency of the evidence. After scanning, 202 documents were retained. The main evidences from these 202 documents were organised under two main threads: (i) Developmental outcomes, including food security; nutrition; health; economic growth and (ii) Mediating factors focusing on governance; and gender

Striking a Balance Between Physical and Digital Resources

In various configurations—be they academic, archival, county, juvenile, monastic, national, personal, public, reference, or research, the library has been a fixture in human affairs for a long time. Digital — meaning, content or communication that is delivered through the internet, is 20 years old (but younger in parts). Basically, both approaches to organizing serve to structure information for access. However, digital is multiplying very fast and libraries all-round contemplate an existential crisis; the more hopeful librarians fret about physical and digital space. Yet, the crux of the matter is not about physical vs. digital: without doubt, the digital space of content or communication transmogrifies all walks of life and cannot be wished away; but, the physical space of libraries is time-tested, extremely valuable, and can surely offer more than currently meets the eye. Except for entirely virtual libraries, the symbiotic relationship between the physical and the digital is innately powerful: for superior outcomes, it must be recognized, nurtured, and leveraged; striking a balance between physical and digital resources can be accomplished. This paper examines the subject of delivering digital from macro, meso, and micro perspectives: it looks into complexity theory, digital strategy, and digitization

A conceptual model for assessing managerial implications of changes in information technologies (Bilişim teknolojilerindeki değişimlerin yönetsel sonuçlarının değerlendirmesi için kavramsal bir model)

Information Technologies and business should be considered together to get the best results in business life. Therefore their integration and reflections on each other are very important in managing institutional change due to changes in the IT world. Change is a very sensitive concept that must be managed very carefully. In this article, a framework for managing IT based changes by protecting the business leverage and through all levels of hierarchy in the company is proposed

Conflict in Organizations

{Excerpt} Michael Cohen, James March, and Johan Olsen9 have developed an influential, agent-based representation of organizational decision-making processes. They submit that organizations are—at least in part and part of the time—distinguished by three general properties: (i) problematic preferences, (ii) unclear technology, and (iii) fluid participation. Citing, “Although organizations can often be viewed conveniently as vehicles for solving well-defined problems or structures within which conflict is resolved through bargaining, they also provide sets of procedures through which participants arrive at an interpretation of what they are doing and what they have done while in the process of doing it. From this point of view, an organization is a collection of choices looking for problems, issues and feelings looking for decision situations in which they might be aired, solutions looking for issues to which they might be the answer, and decision makers looking for work.” Decision opportunities characterized by problematic preferences, unclear technology, and fluid participation, viz., ambiguous stimuli, generate three possible outcomes, each driven by the energy it requires within the confines of organizational structure. These outcomes, whose meaning changes over time, are resolution, oversight, and flight. Significantly, resolution of problems as a style for making decisions is not the most common; in its place, decision making by flight or oversight is the feature. Is it any wonder then that the relatively complicated intermeshing of elements does not enable organizations to resolve problems as often as their mandates demand

Planning for Monitoring, Learning, and Evaluation at Small- to Medium-Sized Foundations

This report is based on findings from desktop research and interviews with selected foundations conducted between April and June 2016. It was developed to give the Oak Foundation a sense of how other foundations are tackling monitoring, evaluation, and learning (MEL) questions, and to show a range of options for Oak to consider as it develops its own MEL Plan. This summary of findings was developed for public distribution, anticipating that it may be useful for other donors.Key trends that emerged from the interviews and desktop research included the following:1. Foundations are spending more resources and putting more staff time into evaluation than they did in the past. Staff at smaller foundations tend to spend more time on individual grant evaluations, while staff at larger foundations tend to spend more time on assessments of broad program areas and on learning processes. While many foundations do not have consistent systems for tracking evaluation spending, some are deciding it would be useful to capture that information more methodically.2. Less attention has been put on learning to-date, but recognition of the importance of purposeful learning is growing quickly. Many foundations are hoping to improve upon their learning processes, but finding that it is not easy. It often requires an internal cultural shift and testing a variety of approaches. In contrast, foundations tend to have fairly clear processes and standards for monitoring and evaluation. Foundations that do have explicit learning efforts remain more focused on internal learning rather than communicating and sharing lessons externally. Foundations tend to be more transparent with external audiences about their grant-making processes, goals, and strategies, and less transparent about how they assess performance or their lessons learned. That said, both grantees and foundations are recognizing that sharing more lessons externally would be beneficial.3. Foundations are exploring appropriate and useful ways to evaluate work done through sub-granting organizations. Some are focusing on building the internal monitoring and evaluation capacity of those organizations. It would be useful for donors to coordinate approaches to evaluate work done through sub-granting organizations, which can allow for pooled resources and avoid putting an extra burden on the subgrantor

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

Processes of Strategic Renewal, Competencies, and the Management of Speed

We discuss strategic renewal from a competence perspective. We argue that the management of speed and timing in this process is viewed distinctively when perceived through a cognitive lens. Managers need more firmly grounded process-understanding. The key idea of this paper is to dynamically conceptualize key activities of strategic renewal, and possible sources of break-down as they relate to the managment of speed and timing. Based on a case from the media industry, we identify managerial trade-offs and show how these can be influenced through managing subjective perception, strategic involvement and external knowledge-sourcing.Strategic Renewal, Process, Learning, Knowledge-Sourcing