Discretion and complexity in customer focused environments

Angelis, Jannis; Parry, Glenn; Macintyre, Mairi

doi:10.1016/j.emj.2012.05.005

Cited by 12 publications

(4 citation statements)

References 37 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Three insights arise on how a hierarchical company can improve when faced whit complexity and non-routinely tasks: first, assigning a lead function that anchors a solution speeds up problem solving; second, local solution choice should be delegated to the lowest level; and third, front-line groups should be kept small (Mihm et al, 2010). Finally, recently some authors studied complexity and solutions in service context (Angelis et al, 2012;Kieliszewski et al, 2012).…”

Section: Bpmj 221mentioning

confidence: 99%

Organisational capabilities for internal complexity: an exploration in the Coop stores

Toni

Zan

Battistella

2016

Business Process Management Journal

View full text Add to dashboard Cite

Purpose – Managing organizations in complex environments is a major challenge. Complexity is not only due to the external environment (market and/or technological turbulence) but also to the internal configuration and specificities. A recent stream of studies in organizational literature suggested that organizations should develop and deploy specific capabilities for facing complexity, namely dynamic capabilities. This means becoming more flexible. The paper aims to discuss these issues. Design/methodology/approach – This paper proposes four main capabilities to face four dimensions of complexity. It then investigates if it is more appropriate to focus on a specific capability when facing higher levels of a specific dimension of complexity. The research methodology is a multiple case study in seven different organizational units of the same super-store corporate. Findings – Data showed some important results. First of all, internal complexity is unit specific rather than corporate or industry specific. Moreover, it can derive not only from unpredictability and rate of change, but also from variety of elements and their interactions. All these elements form complexity. Internal complexity is characterized by four main elements: uncertainty, dynamicity, diversity and interdependence. Finally, for each of these elements, different organizational strategies are used: in case of uncertainty, for example, a strategy used by the companies is the sharing of information and the development of redundancy. Originality/value – Originality lies in linking different capabilities with different dimensions of internal complexity

show abstract

Section: Bpmj 221mentioning

confidence: 99%

Organisational capabilities for internal complexity: an exploration in the Coop stores

Toni

Zan

Battistella

2016

Business Process Management Journal

View full text Add to dashboard Cite

show abstract

“…Many researchers have been using concepts from the realm of complexity theory in their effort to delineate organizational frameworks, markets, internal and external interrelationships (Angelis et al, 2012;Brantnell and Baraldi, 2020). There is a growing literature pinpointing the need for adaptability and leadership behaviors facilitating emergence, due to the complex and chaotic business environment (Clarke, 2013;B€ acklander, 2019).…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Identifying key elements for evaluating organizations' complex adaptive leadership readiness (CAL-R framework): paving the way for a measurement tool development

Gavalas

2024

JMD

View full text Add to dashboard Cite

PurposeTraditional management models are no longer viable in this complex era, with fast-pacing markets and various emergent properties affecting organizational success. The present study acknowledges the need for developing a coherent framework that leaders may use to evaluate their organizational adaptive ability.Design/methodology/approachThis paper uses theoretical analysis.FindingsThis paper proposes the CAL-R framework, which identifies key characteristics of complex adaptive systems (CAS). These actionable elements, manifested in respective behaviors, will increase organizational adaptability. Adaptability is then suggested to be the mediating factor between complex adaptive leadership practice and organizational performance.Research limitations/implicationsThe suggested actionable elements are developed based on a theoretical, non-measurable approach; however, the need for statistical rigorousness is also acknowledged. Further research and a quantitative approach are also suggested for the development of a sound measurement scale.Practical implicationsApplying effective complex adaptive leadership will potentially provide organizations with a competitive advantage by making them more innovative, able to transform and adapt to environmental needs and changes and eventually meet their goals and reach their vision. Leaders may use the identified actionable elements as benchmarks against which they can evaluate their organizations' complex adaptive leadership readiness (CAL-R).Originality/valueThe CAL-R framework may be used by leaders in order to evaluate their organization’s current adaptive maturity level (ability) and identify the elements they need to focus on more and develop in order to become more adaptive and competitive.

show abstract

“…Management researchers employ it to describe markets (Angelis, Parry & Macintyre, 2012), institutional frameworks (Brantnell & Baraldi, 2020), organisational arrangements (Golonka, 2015), inter-firm relationships (Bidault & Salgado, 2001) etc. Therefore, its prevalence in our daily routine and academic discourse cannot be emphasized enough.…”

Section: Introductionmentioning

confidence: 99%

Complexity as an empirical tendency: Promoting non-measurement as a means to enhanced understanding

Poulis

2021

European Management Journal

View full text Add to dashboard Cite

Discretion and complexity in customer focused environments

Cited by 12 publications

References 37 publications

Organisational capabilities for internal complexity: an exploration in the Coop stores

Organisational capabilities for internal complexity: an exploration in the Coop stores

Identifying key elements for evaluating organizations' complex adaptive leadership readiness (CAL-R framework): paving the way for a measurement tool development

Complexity as an empirical tendency: Promoting non-measurement as a means to enhanced understanding

Contact Info

Product

Resources

About