Complexity and the Dynamics of Organizational
                    Change

Glenda, H. Eoyang

doi:10.4135/9781446201084.n19

Cited by 7 publications

(4 citation statements)

References 78 publications

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“…In highly turbulent environments this capacity assists better readiness for organizations (Bhamra et al ., 2011). Adaptation infers the routes of living systems that responses environmental change through enabling internal fitness (Eoyang, 2011). A system should be considered adaptive if successfully transform actions as a consequence of a requirement (Moreira, 2013).…”

Section: Identification Of Cas Featuresmentioning

confidence: 99%

Modeling organizational resilience in maritime business: an ISM and MICMAC approach

Akpinar

Çaylan

2023

BPMJ

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PurposeBusiness environments and global transportation system have become more complex than ever due to complexity drivers of industries which create uncertainty and unpredictability to organizations. Like other industries, the maritime business faces different and difficult problems which threaten organizational survival. The ability to cope with those uncertainties, threats and problems shows the resilience ability of organizations that help to survive and prosper. The organizational resilience concept arises as a requirement to deal with problems and uncertainties of business environments which are swiftly changing. This study aims to suggest an organizational framework to show how maritime business organizations as the sea leg of global transportation system can develop resilient organizations via complex adaptive systems (CAS) approach if adequate design features of CAS could be defined and included in organizational properties.Design/methodology/approachA total of 15 CAS features were identified as the enablers of organizational resilience throughout the literature. An interpretive structural modeling (ISM) approach has been conducted to determine the mutual relation between the CAS features which constitute an organizational framework. These CAS features have been categorized by conducting MICMAC analysis.FindingsThis study proposes a framework that identifies CAS features as the enabler of resilient maritime business organizations. The CAS approach offers new managerial toolkit to realize current organizational situations and allows managers to understand that it is difficult to control their system in this dynamic environment where special management practices are required especially in volatile times rather than ordinary times. Also, organizations could not compete as a sole organization but as a web/system of organizations. CAS is more resilient than other systems because resilience is the emergent occurrence of the system formed from nonlinear, dynamic interactions with self-organized agents.Research limitations/implicationsThe research has some limitations, like organizational resilience studies are in the infant stage and further research into this area should be extended. This study uses the CAS approach to develop organizational resilience. Further studies could use different lenses and contemporary subjects in management field which should also be useful while developing resilience in organizations. This study uses ISM and MICMAC analysis where further studies could use quantitative design and methods like formal concept analysis or the decision making trial and evaluation laboratory to determine the relational weighs of CAS features while developing resilient organizations. Future studies may also focus on different maritime stakeholders like IMO or ILO, maritime agencies, freight forwarders or insurance underwriters regarding developing and enhancing resilience of the maritime system.Practical implicationsWorld trade and transportation systems are getting more uncertain and lean on complex relations where maritime transportation is a “vital backbone” of such operations. But becoming more complex structures leads to vulnerable systems and organizations. Most risk management applications are based on predicting the known risks where many of them are not enough to fight with unknowns. Coping with today's problems are difficult for organizations in any industry. But for maritime business stakeholders who work in such a global web of relations, it is much more challenging. So, stakeholders of the system like forwarders, ports or ship chandlers may easily apply those features to develop resilient organizations too. Legal authorities of the system and rule-makers like local Chambers of Shipping, IMO or Classification societies can benefit from this framework and provide supportive settings to develop system-wide resilient organizations.Social implicationsBy understanding environmental uncertainty and complexity better than others, organizations become resilient and cope with significant difficulties which make them more competitive as a substantial strategic advantage. Resilient management offers to break down points at the system and shows them ways to restore quickly while transporting goods while traditional risk assessments are not enough.Originality/valueThe originality of the study lies in two folds; first of all the key and most used features of CAS is linked to developing resilient maritime organizations and by maritime expert opinions, this study tries to determine which of these CAS features are the most effective to trigger other features to develop organizational resilience in the maritime business. And secondly, the concept of organizational resilience and the CAS approach are not analyzed in depth in the context of maritime business.

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Section: Identification Of Cas Featuresmentioning

confidence: 99%

Modeling organizational resilience in maritime business: an ISM and MICMAC approach

Akpinar

Çaylan

2023

BPMJ

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“…Stacey (2001) mentions that interactions between agents in a complex environment, such as an ecosystem, can be seen as a cause for (disruptive) innovation and adaptation. The need to adapt is obvious, but the ability to focus on the right things at the right moment is underdeveloped (Eoyang, 2011). This explains the difference between sustaining stability and identity and adaptation towards the new situation requiring flexibility.…”

Section: Intervening In Ecosystems In Times Of Crisismentioning

confidence: 99%

Brainport Eindhoven: born from crisis - 25 years as a Triple Helix Governed Ecosystem

Bronneberg¹,

Pieterse

Post

2023

jim

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Various researchers have called for research into positive examples of successful triple helix governed ecosystems. Triple Helix collaborations are seen as the solution to tackle the current ‘wicked problems’ of society. Researchers are encouraged to enhance our understanding of governing inter-organizational collaborations (ecosystems) in the context of university-industry-government (Triple Helix) relations. In this paper we therefore describe a case study of the Brainport Eindhoven ecosystem in the Netherlands which embodies a triple helix organization and how the regional governmental structure (Brainport Foundation and Brainport Development) on the one hand stabilizes at a strategic level and on the other hand gives flexibility at the tactical and operational level. This leads to the transfer of knowledge and to innovation and change within the network. Using mixed methods of 1) analysis of (strategic) documents about the regional governance used and how the Brainport Eindhoven mission evolved through time; 2) semi-structured interviews with current and former Brainport Foundation board members and former Brainport Development managers; and 3) network participant observations; we reveal rich experiences from 25 years of Brainport Eindhoven. This research shows the historical overview of Brainport Eindhoven and how the triple helix parties together managed several regional or worldwide crises. This togetherness was crucial in the development of a successful regional ecosystem. Our findings illustrate the fragile balance between stability and flexibility within the ecosystem and its governance based on processes of common sensemaking by all stakeholders. Our paper contributes to a better understanding of the development and governance of triple helix entrepreneurial ecosystems. Finally, this paper makes suggestions for future research by discussing the ambition to transform the ecosystem into a Quadruple Helix (adding the ‘community’ as a fourth pillar) organized ecosystem.

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“…Merriam Webster Dictionary defines aggregation as "formed by the collection of units or particles into a body" [19]. In a CAS, the systematic behavior of the whole system emerges from the interdependent activities of the agents, that is, it is not simply the sum of the behaviors of its agents [34]. This property results in unexpected patterns in the whole system which cannot be produced by the components individually [35,36].…”

Section: Emergence/aggregate Behaviormentioning

confidence: 99%

A Complex Adaptive System of Systems Approach to Human–Automation Interaction in Smart Grid

Fereidunian

Lesani

Zamani

et al. 2015

Contemporary Issues in Systems Science and Engineering

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Complexity and the Dynamics of Organizational Change

Cited by 7 publications

References 78 publications

Modeling organizational resilience in maritime business: an ISM and MICMAC approach

Modeling organizational resilience in maritime business: an ISM and MICMAC approach

Brainport Eindhoven: born from crisis - 25 years as a Triple Helix Governed Ecosystem

A Complex Adaptive System of Systems Approach to Human–Automation Interaction in Smart Grid

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