Fermenting change ‐ Capitalizing on the inherent change found in dynamic non‐linear  (or complex) systems

Black, Janice A.

doi:10.1108/09534810010378551

Cited by 25 publications

(24 citation statements)

References 16 publications

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“…We propose to show that networks stem from agents' spontaneous adjustments, and are structures that emerge from their ever-changing interactions. The perspective that we present is thus close to that of social constructivist works which deal with self-organization (Drazin and Sandelands, 1992;Tsoukas, 1998;Beeson and Davis, 2000;Bergmann-Lichtenstein, 2000;Black, 2000;Fuchs, 2002) and close to works which address the role that knowledgeable agents play in network structures production (Kilduff et al, 2006;Sydow and Windeler, 1998).…”

Section: Introductionsupporting

confidence: 51%

The spontaneity of social network: a possibility for re-enchanting network study?

Accard

Assens

2014

Journal of Organizational Change Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract Purpose -For current works, agents create social network by drawing on the knowledge of their immediate environment, and they use network for cooperating with one another and for promoting their own economic and social interests. The purpose of this paper is to aid in re-enchanting network study, and present network as spontaneous social construction. Design/methodology/approach -The paper draws on Hayek's spontaneous order. For Hayek, agents have access to a wide knowledge about social system, and use this knowledge to spontaneously coordinate with each other in the pursuit of their self-interests. Findings -The authors develop the idea by presenting and performing an analogy of Hayek's spontaneous order to emergent structures. The result of this analogy is a conception of network dynamics wherein the spontaneous social construction of network structures is achieved by agents who have knowledge of the interaction rules that guide structures production, and who, by drawing on this knowledge, are able to influence the emergence of network structures. Agents thus spontaneously contribute to the emergence of a network, to its growth, and its decline. Originality/value -This new conception of network focusses on the processes of the social construction of network structures. It provides a better account of network change and development than current works, and because it stresses the spontaneous, fragile and ephemeral character of network, it can prove useful for the re-enchantment of network studies.

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Section: Introductionsupporting

confidence: 51%

The spontaneity of social network: a possibility for re-enchanting network study?

Accard

Assens

2014

Journal of Organizational Change Management

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“…Complexity theories are increasingly being used by organization theorists and practitioners as a way of understanding and changing organizations (Bechtold, 1997; Black, 2000; Boje, 2000; Choi et al, 2001; Gilchrist, 2000; Lewis, 1994; Macbeth, 2002; Shelton and Darling, 2001; Stacey et al, 2002; Tetenbaum, 1998). Complexity theories come from the natural sciences, where they have shown that disequilibrium is a necessary condition for the growth of dynamic systems (Prigogine and Stengers, 1984).…”

Section: Newer Perspectives On Changementioning

confidence: 99%

Kurt Lewin and the Planned Approach to Change: A Re‐appraisal

Burnes¹

2004

J Management Studies

661

487

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 The work of Kurt Lewin dominated the theory and practice of change management for over 40 years. However, in the past 20 years, Lewin's approach to change, particularly the 3-Step model, has attracted major criticisms. The key ones are that his work: assumed organizations operate in a stable state; was only suitable for small-scale change projects; ignored organizational power and politics; and was top-down and management-driven. This article seeks to re-appraise Lewin's work and challenge the validity of these views. It begins by describing Lewin's background and beliefs, especially his commitment to resolving social conflict. The article then moves on to examine the main elements of his Planned approach to change: Field Theory; Group Dynamics; Action Research; and the 3-Step model. This is followed by a brief summary of the major developments in the field of organizational change since Lewin's death which, in turn, leads to an examination of the main criticisms levelled at Lewin's work. The article concludes by arguing that rather than being outdated or redundant, Lewin's approach is still relevant to the modern world.

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“…A wide range of organisational theorists and practitioners have argued that organisations are complex, non-linear systems in which change emerges through a process of spontaneous selforganisation (Arndt and Bigelow, 2000;Burnes, 2014;Black, 2000;MacIntosh and MacLean, 2001;Stacey, 2003). These theorists argue that the best-run companies survive because they operate at the edge of chaos by relentlessly pursuing a path of continuous innovation brought about by a process that resembles self-organisation in nature (Brown and Eisenhardt, 1997;Burnes, 2005;Frederick, 1998).…”

Section: Discussion: Complexity Theories and Organizationsmentioning

confidence: 99%

“…Complexity theories are increasingly being seen by academics and practitioners as a way of understanding organizations and promoting organizational change (Black 2000;Boje and Wakefield, 2011;Burnes, 2014;Choi et al, 2001;Macbeth 2002;Seel, 2006). In the natural sciences, their proponents use complexity theories to argue that disequilibrium (chaos) is a necessary condition for the growth of dynamic systems, but that such systems are prevented from tearing themselves apart by the presence of simple order-generating rules (Gell-Mann 1994;Prigogine and Stengers 1984).…”

Section: Literary Praxiphorical Analysis: Using Science Fiction and Fmentioning

confidence: 99%

Literary praxiphorical analysis: Using science fiction and fantasy to shape organizational futures

Keane

Graham

Burnes

2014

Technological Forecasting and Social Change

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In the last two decades, organization theorists have sought to apply complexity theories developed in the natural sciences to the study of organizations. This article develops a fictional approach for critically interrogating two important complexity concepts -orderthrough-fluctuations and autopoiesis. Using these concepts in a metaphorical sense, this paper explores how science fiction and fantasy (SFF) can be used to prepare for and shape organizational analysis. Exploring the consequences of scientific innovation is a key purpose of SFF. The speculative nature of the genre makes it a fertile metaphorical ground for testing new management concepts. This article, therefore, uses two classic SFF novels to explore the

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Fermenting change ‐ Capitalizing on the inherent change found in dynamic non‐linear (or complex) systems

Cited by 25 publications

References 16 publications

The spontaneity of social network: a possibility for re-enchanting network study?

The spontaneity of social network: a possibility for re-enchanting network study?

Kurt Lewin and the Planned Approach to Change: A Re‐appraisal

Literary praxiphorical analysis: Using science fiction and fantasy to shape organizational futures

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