Evolution: Complexity, uncertainty and innovation

Complexity science provides a general mathematical basis for evolutionary thinking. It makes us face the inherent, irreducible nature of uncertainty and the limits to knowledge and prediction. Complex, evolutionary systems work on the basis of on-going, continuous internal processes of exploration, experimentation and innovation at their underlying levels. This is acted upon by the level above, leading to a selection process on the lower levels and a probing of the stability of the level above. This could either be an organizational level above, or the potential market place. Models aimed at predicting system behaviour therefore consist of assumptions of constraints on the micro-level – and because of inertia or conformity may be approximately true for some unspecified time. However, systems without strong mechanisms of repression and conformity will evolve, innovate and change, creating new emergent structures, capabilities and characteristics. Systems with no individual freedom at their lower levels will have predictable behaviour in the short term – but will not survive in the long term. Creative, innovative, evolving systems, on the other hand, will more probably survive over longer times, but will not have predictable characteristics or behaviour. These minimal mechanisms are all that are required to explain (though not predict) the co-evolutionary processes occurring in markets, organizations, and indeed in emergent, evolutionary communities of practice. Some examples will be presented briefly

A situated cultural approach for cross-cultural studies in IS

Cultural anthropology seeks to understand the similarities and differences among groups of people in the contemporary world. Although there are many different models of national culture, most IS research has tended to rely almost solely on Hofstede’s cultural model (Keil et al., 2000; Straub, 1994; Tan et al., 1995; Watson et al., 1994; Myers and Tan, 2002; Kirkman et al. 2006).). This paper, provides a comprehensive framework of situated culture approach to study culture within IS discipline. This is achieved via an articulation of Structuration Theory and the provision of an approach to study cross-cultural phenomena within IS discipline. The paper proposes two main components of the Structuration Theory based analysis model which is proposed as a way to study culture within IS discipline. First, the paper presents ideas behind the practice lens for studying the use of technology, as proposed by Orlikowski (2000). Secondly, the paper presents a Structurational analysis approach as detailed by Walsham (2002). The paper argues that using a practice lens contributes to identifying the mediated shared structures between actors through understanding the actions of the actors within the phenomena. Then, using a Structurational analysis approach contributes to identifying the cultural dimensions that are embedded in the identified mediated shared structures

Situated cultural approach versu predefined cultural archetypes models

Within the last 20 years, the practical relevance of researching cultural issues, and especially comparing phenomena across cultures, was questioned (Ferraro, 1990). However, the importance of cultural issues is becoming increasingly evident in many applied disciplines; these include the management of information technology (IT) (Davison and Martinsons, 2003). A normative literature review has been carried out in this paper to provide IS researchers with the milestones of studying culture in IS discipline. Although there are many different models of national culture, most IS research has tended to rely almost solely on Hofstede’s cultural model (Keil et al., 2000; Straub, 1994; Tan et al., 1995; Watson et al., 1994; Myers and Tan, 2002; Kirkman et al. 2006).). In this paper, the author provides a criticism of predefined cultural archetypes models and highlight the problems of using such approach in studying culture within IS discipline. The author demonstrates a comprehensive framework of situated culture approach to study culture within IS discipline, as alternative approach to avoid the criticism of predefined cultural archetypes models. This is achieved via an articulation of Structuration Theory. The author argues that using a practice lens for studying the use of technology by Orlikowski (2000), contributes to identifying the mediated shared structures between actors through understanding the actions of the actors within IS phenomena. Then, using a Structurational analysis approach by Walsham (2002) contributes to identifying the cultural dimensions that are embedded in the identified mediated shared structures

Learning to learn: A case for developing Small Firm Owner/Managers

Purpose: The paper seeks to contribute to the management development debate by providing insight on the dynamics of organisational learning and human interaction in the SME firm. The paper sets out to consider how a practice based perspective of knowledge is useful in this regard. Design/methodology/approach: The paper is theoretical in its intent and adopts a social constructionist view of knowledge and learning. Using qualitative analysis the paper establishes a review of the current literature by highlighting the centrality of knowledge and learning. Findings: Literature has suggested that critical aspects of learning within the SME firm are based around contextualised action, critical reflection and social interaction. A limited number of studies account for how practice is configured and influenced, in terms of value, uniqueness and scope of what is known, and how these influences can vary depending upon the contexts in which knowledge is being used, and potentially used. Practical Implications: There is a strong recognition in many of the empirical studies of learning and its use in the SME firm, that knowledge is gained through practice as opposed to formal instruction. What current research does not reflect is the changing nature of knowledge research in the wider organisational community, which has focused its attention towards the situated nature of knowledgeable activity or knowing in practice. Originality/Value: The paper argues that learning through practice, with its focus on real world issues and lived experiences, which are contextually embedded in the owner-manager's environment, may provide a better means of successfully developing practitioner focused owner/managers

What is Strategic Competence and Does it Matter? Exposition of the Concept and a Research Agenda

Drawing on a range of theoretical and empirical insights from strategic management and the cognitive and organizational sciences, we argue that strategic competence constitutes the ability of organizations and the individuals who operate within them to work within their cognitive limitations in such a way that they are able to maintain an appropriate level of responsiveness to the contingencies confronting them. Using the language of the resource based view of the firm, we argue that this meta-level competence represents a confluence of individual and organizational characteristics, suitably configured to enable the detection of those weak signals indicative of the need for change and to act accordingly, thereby minimising the dangers of cognitive bias and cognitive inertia. In an era of unprecedented informational burdens and instability, we argue that this competence is central to the longer-term survival and well being of the organization. We conclude with a consideration of the major scientific challenges that lie ahead, if the ideas contained within this paper are to be validated

Contextual analysis: a multiperspective inquiry into emergence of complex socio-cultural systems

This paper explores the concept of organizations as complex human activity systems, through the perspectives of alternative systemic models. The impact of alternative models on perception of individual and organizational emergence is highlighted. Using information systems development as an example of management activity, individual and collective sense-making and learning processes are discussed. Their roles in relation to information systems concepts are examined. The main locus of the paper is on individual emergence in the context of organizational systems. A case is made for the importance of attending to individual uniqueness and contextual dependency when carrying out organizational analyses, e.g. information systems analysis. One particular method for contextual inquiry, the framework for Strategic Systemic Thinking, is then introduced, The framework supports stakeholders to own and control their own analyses. This approach provides a vehicle through which multiple levels of contextual dependencies can be explored and allows for individual emergence to develop

Infrastructure transitions toward sustainability: a complex adaptive systems perspective

To ensure infrastructure assets are procured and maintained by government on behalf of citizens, appropriate policy and institutional architecture is needed, particularly if a fundamental shift to more sustainable infrastructure is the goal. The shift in recent years from competitive and resource-intensive procurement to more collaborative and sustainable approaches to infrastructure governance is considered a major transition in infrastructure procurement systems. In order to better understand this transition in infrastructure procurement arrangements, the concept of emergence from Complex Adaptive Systems (CAS) theory is offered as a key construct. Emergence holds that micro interactions can result in emergent macro order. Applying the concept of emergence to infrastructure procurement, this research examines how interaction of agents in individual projects can result in different industry structural characteristics. The paper concludes that CAS theory, and particularly the concept of ‘emergence’, provides a useful construct to understand infrastructure procurement dynamics and progress towards sustainability

Dynamics of Affordances and Implications for Design

Affordance is an important concept in HCI. There are various interpretations of affordances but it has been difficult to use this concept for design purposes. Often the treatment of affordances in the current HCI literature has been as a one-to-one relationship between a user and an artefact. According to our views, affordance is a dynamic, always emerging relationship between a human and his environment. We believe that the social and cultural contexts within which an artefact is situated affect the way in which the artefact is used. Using a Structuration Theory approach, we argue that affordances need also be treated at a much broader level, encompassing social and cultural aspects. We suggest that affordances should be seen at three levels: single user, organizational (or work group) and societal. Focusing on the organizational level affordances, we provide details of several important factors that affect the emergence of affordances

A Complexity Science - Based Management Framework for Virtual Organisations

The virtual organisation challenges traditional management assumptions because a new means of coordinating globally dispersed employees is needed. To understand the collective activities of a workforce separated by space and time, this paper describes a complexity science-based management framework for virtual organisations. Specific focus is on a South African virtual organisation as a complex adaptive system. A single, embedded case study strategy was followed, and multiple data sources used to generate theory. In this paper, results are reported that clarify the management of an organisation where technology replaces conventional face-to-face contexts for socialisation and assimilation. The paper shows how managers create a virtual context for sharing meaning and interaction through synergy, empowerment, participation and an accountable, committed workforce.virtual organisation, management, complexity science