Conditioned emergence: a dissipative structures approach to transformation

This paper presents a novel framework for the management of organisational transformation, defined here as a relatively rapid transition from one archetype to another. The concept of dissipative structures, from the field of complexity theory, is used to develop and explain a specific sequence of activities which underpin effective transformation. This sequence integrates selected concepts from the literatures on strategic change, organisational learning and business processes; in so doing, it introduces a degree of prescriptiveness which differentiates it from other managerial interpretations of complexity theory. Specifically, it proposes a three-stage process: first, the organisation conditions the outcome of the transformation process by articulating and reconfiguring the rules which underpin its deep structure; second, it takes steps to move from its current equilibrium and, finally, it moves into a period where positive and negative feedback loops become the focus of managerial attention. The paper argues that by managing at the level of deep structure in social systems, organisations can gain some influence over self-organising processes which are typically regarded as unpredictable in the natural sciences. However, the paper further argues that this influence is limited to archetypal features and that detailed forms and behaviours are emergent properties of the system. Two illustrative case-vignettes are presented to give an insight into the practical application of the model before conclusions are reached which speculate on the implications of this approach for strategy research

Darwinism, probability and complexity : market-based organizational transformation and change explained through the theories of evolution

The study of transformation and change is one of the most important areas of social science research. This paper synthesizes and critically reviews the emerging traditions in the study of change dynamics. Three mainstream theories of evolution are introduced to explain change: the Darwinian concept of survival of the fittest, the Probability model and the Complexity approach. The literature review provides a basis for development of research questions that search for a more comprehensive understanding of organizational change. The paper concludes by arguing for the development of a complementary research tradition, which combines an evolutionary and organizational analysis of transformation and change

The Dynamics of Research Joint Ventures: A Panel Data Analysis

The aim of this paper is to test the determinants of Research Joint Ventures’ (RJVs) group dynamics. We look at entry, exit and turbulence in RJVs that have been set up under the US National Cooperative Research Act, which allows for certain antitrust exemptions in order to stimulate firms to cooperate in R&D. Accounting for unobserved project characteristics and controlling for inter-RJV interactions and industry effects, the Tobit panel regressions show the importance of group and time features for an RJV’s evolution. We further identify an average RJV’s long-term equilibrium size and assess its determining factors. Ours is a first attempt to produce robust stylized facts about cooperational short- and long-term dynamics, an important but neglected dimension in research cooperations

Book Review of Introduction to Dynamic Macroeconomic General Equilibrium Models. (2nd Ed) Wilmington, DE: Vernon Press, 2015. 282pp ISBN: 978-1-62273-030-8 (Hardcover) written by Josh L. Torres

The book is very well structured to support practical skills development in understanding DSGE modelling through exercises to graduate a user knowledge on macroeconomic application relevant for policy decisions through use of scientific programs like DYNARE /IRIS, appropriate for use with MatLab/Octave. The author also provided useful references for the more inquisitive reader or practitioner to develop his / her ontological quest for further knowledge in the macroeconomic management of a state (Jackson, 2016). On the basis of relevance of its contents pertaining to theoretical application of macroeconomic policy and management of an economy, I strongly recommend this book to anyone preparing for graduate courses in Economics and related areas like Econometrics, Economic Policy Management and also, to the practitioner-researcher engaged in macroeconomic model construction and policy formulation

An Emergent Economics of Ecosystem Management

Economics is an evolving and emerging field of study, so is the management of ecosystems. As such, this paper delineates the co-evolution of economic evaluation that reflects the various recognized ecosystem management approaches of anticipative, adaptive and capacitive ecosystem management. Each management approach is critiqued and from this theoretical analysis an emergent approach for the management of ecosystem is put forward, which accordingly suggests an alternative methodological approach for economic evaluations.Complexity, creativity, economic evaluation, ecosystem management, evolution, open systems, rationality, Resource /Energy Economics and Policy,

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

Behavioral Aspects of Organizational Learning and Adaptation

In this paper, I seek to understand the behavioral basis of higher organizational learning and adaption as a teleological dynamic equilibrium process to decipher the underlying psycho-physiological aspects of individual cognitive learning related to organizational adaption. Dynamics of cognitive learning has some differential paths within the neural circuitry which follows certain patterns that leads to individual as well as organized evolution in course of a learning process. I undertake a comparative analysis of human cognitive and behavioral changes and the active mechanisms underlying animal behavior and learning processes to understand the differential patterns of these adaptive changes in these two species. Cognitive behavioral learning processes have certain economic perspectives which help an individual to attain efficiency in workplace adaptation and in learning which however, the individual when being part of an alliance, ember positive influence on the society or organization as a whole. Comparatively, in primates, I review some empirical evidences drawn from chronological studies about cognitive behavioral learning process and adaptation as well as the presence of the capacity of making attributions about mental states, which exists in rudimentary form in chimpanzees and apes. Following this, I apply the outcomes of the findings on different aspects of human cognitive and adaptive behavioral learning-induced evolutionary changes and how human beings are able to exploit the presence of these additive advantages under cluster settings.Animal behavior, cognitive economics, motivational energy, neural adaptation, neuroscience, Organizational learning, organizational adaptation, teleological process

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