Analysis and control of complex collaborative design systems

This paper presents a novel method for modelling the complexity of collaborative design systems based on its analysis and proposes a solution to reducing complexity and improving performance of such systems. The interaction and interfacing properties among many components of a complex design system are analysed from different viewpoints and then a complexity model for collaborative design is established accordingly. In order to simplify complexity and improve performance of collaborative design, a general solution of decomposing a whole system into sub-systems and using unified interface mechanism between them has been proposed. This proposed solution has been tested with a case study. It has been shown that the proposed solution is meaningful and practical

How to Improve the Financial Architecture and Its Resilience

This financial resilience survey was circulated on behalf of a working group of the Complexity Council of the World Economic Forum comprised of Prof. Eve Mitleton-Kelly of London School of Economics and Prof. Dirk Helbing at ETH Zurich\u27s Risk Center. It was sent to a few dozens of financial experts with the aim to create an inventory of ideas of how the financial system might be improved and made more resilient. Unconventional ideas were also welcome

Building institutions for health and health systems in contexts of rapid change

Many Asian countries are in the midst of multiple interconnected social, economic, demographic, technological, institutional and environmental transitions. These changes are having important impacts on health and well-being and on the capacity of health systems to respond to health-related problems. This paper focuses on the creation of institutions to overcome information asymmetry and encourage the provision of safe, effective and affordable health services in this context of complexity and rapid change. It presents a review of literature on different approaches to the analysis of the management of system development and institution-building. There is a general agreement that the outcome of an intervention depends a great deal on the way that a large number of agents respond. Their response is influenced by the institutional arrangements that mediate relationships between health sector actors and also by their understandings and expectations of how other actors will respond. The impact of a policy or specific intervention is difficult to predict and there is a substantial risk of unintended outcomes. This creates the need for an iterative learning approach in which widespread experimentation is encouraged, good and bad experiences are evaluated and policies are formulated on the basis of the lessons learned. This enables actors to learn their roles and responsibilities and the appropriate responses to new incentive structures. The paper concludes with an outline of the information needs of managers of health system change in societies in the midst of rapid development.ESR

An Exploratory Study of Value Added Services

Purpose: Using data from 104 countries over a six-year period (2009-2014), this study proposes a value-added predictor in service industries based on the eight indicators of the prosperity index, namely economy, entrepreneurship and opportunity, governance, education, health, safety and security, personal freedom, and social capital. Design/methodology/approach: The fuzzy-set qualitative comparative analysis (fsQCA) and complexity theory, a relatively novel approach for developing and testing the conceptual model, are used for asymmetric modelling of value added in service industries, and the predictive validity of the proposed configural model is tested. Findings: Apart from advancing method and theory, this study simulates causal conditions (i.e., recipes) leading to both high and low scores of the value added of services. The configural conditions indicating a high/low level of value added in service industries can be used as a guiding strategy for marketers, investors and policy makers. Originality/value: An analysis of worldwide data provides complex models demonstrating both how to regulate country conditions to achieve a high value-added score and select a foreign country for investment that offers a high level of value added service

'Public administration in an age of austerity' : Positive lessons from policy studies

Peer reviewedPostprin

Complexity and Transition Management

This article presents a framework, transition management, for managing complex societal systems. The principal contribution of this article is to articulate the relationship between transition management and complex systems theory. A better understanding of the dynamics of complex, adaptive systems provides insight into the opportunities, limitations, and conditions under which it is possible to influence such systems. Transition management is based on key notions of complex systems theory, such as variation and selection, emergence, coevolution, and self-organization. It involves a cyclical process of phases at various scale levels: stimulating niche development at the micro level, finding new attractors at the macro level by developing a sustainability vision, creating diversity by setting out experiments, and selecting successful experiments that can be scaled up

Examining the strategy development process through the lens of complex adaptive systems theory

The development of strategy remains a debate for academics and a concern for practitioners. Published research has focused on producing models for strategy development and on studying how strategy is developed in organisations. The Operational Research literature has highlighted the importance of considering complexity within strategic decision making; but little has been done to link strategy development with complexity theories, despite organisations and organisational environments becoming increasingly more complex. We review the dominant streams of strategy development and complexity theories. Our theoretical investigation results in the first conceptual framework which links an established Strategic Operational Research model, the Strategy Development Process model, with complexity via Complex Adaptive Systems theory. We present preliminary findings from the use of this conceptual framework applied to a longitudinal, in-depth case study, to demonstrate the advantages of using this integrated conceptual model. Our research shows that the conceptual model proposed provides rich data and allows for a more holistic examination of the strategy development process. © 2012 Operational Research Society Ltd. All rights reserved

Global public policy: Does the new venue for transnational tobacco control challenge the old way of doing things?

The World Health Organization has fostered a new global public policy-the Framework Convention for Tobacco Control (FCTC). Until the 1980s, tobacco control was the sole preserve of states. Now, most countries accept the transnational nature of policy. We explain this shift by identifying mutually reinforcing changes in key policy process elements: transnational actors became a source of policy learning; an international venue ‘institutionalized' new policies; networks began to include tobacco control groups and exclude tobacco companies; socioeconomic shifts undermined public support, and the economic case, for tobacco; and the dissemination of scientific evidence helped actors reframe the image of tobacco, from an economic good to a health crisis. These elements combined to produce an environment conducive to ‘comprehensive' tobacco control. Yet the implementation of the FCTC has been slow and uneven, reflecting the continued importance of domestic policy environments, most of which are not conducive to major policy change