Genesis of Complexity Cycles

Black, Janice A.; Farias, Gerard

doi:10.1037/e630762011-001

Cited by 6 publications

(14 citation statements)

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“…Complexity is defined as the measure of heterogeneity or diversity in environmental, sub‐factors such as customers, suppliers, socio‐politics and technology (Teopaco, 1993; Lane and Maxfield, 1996; Chae and Hill, 1997; Chakravarthy, 1997). As complexity increases, the ability to understand and use information to plan and predict becomes more difficult (Black and Farias, 1997). As all systems increase in complexity over time (Farrell, 1998), the increasing complexity leads to more change (Conner, 1998).…”

Section: Introductionmentioning

confidence: 99%

“…As all systems increase in complexity over time (Farrell, 1998), the increasing complexity leads to more change (Conner, 1998). As the system becomes more complex, making sense of it becomes more difficult (Black and Farias, 1997) and adaptation to the changing environment becomes more problematic (Lane and Maxfield, 1996; Merry, 1995).…”

Section: Introductionmentioning

confidence: 99%

“…If business environments are increasingly complex and turbulent, are they not then complex adaptive systems (CAS)? Many authors clearly see environments as CASs (Black and Farias, 1997; Tedesco, 1998; Peters, 1999; Prendergast and Berthon, 2000). Others highlight the presence of complexity constructs in business environments, such as:Co‐determination or co‐evolution taking place between firms and their environments (Achrol, 1991; Polonsky et al , 1999).…”

Section: Introductionmentioning

confidence: 99%

“…Environmental changes starting small and developing slowly and unpredictably, which is indicative of sensitive dependence on initial conditions (Tedesco Analytics, 2001). Business environments exhibiting non‐linearity (Black and Farias, 1997; Tedesco Analytics, 2001). …”

Section: Introductionmentioning

confidence: 99%

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The external environment's effect on management and strategy

Mason

2007

Management Decision

181

124

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

The external environment's effect on management and strategy

Mason

2007

Management Decision

181

124

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show abstract

“…The problem arises when the uncertainty, dynamics and complexity will increase. As complexity increases, the ability to understand, to plan and predict becomes more difficult (Black & Farias, 1997), requiring an ongoing analysis by the company which can be achieved through detailed analysis of the macro-environment. Although, the early definitions about external environment, we can say that what likely change is the way by which we manage to answer the question: "What areas of external environment need to analyze?…”

Section: Overview Of External Environment Analysismentioning

confidence: 99%

The effects of strategic environmental analysis on organizational performance

Pulaj

2015

2015 UBT International Conference

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Businesses do not operate in a vacuum. They operate in a dynamic, complex and competitive environment. So, the success and failure of many companies depends on several factors and the possibility to analyze them according the information level. The importance and the priorities of factors analysis vary from one situation to another due to the specific nature of the product and service, company and industry. Therefore, the organizational processes have to be based and adapted to the external environment. The main purpose of this paper is to critically examine and rank the effects of external environment factors on organizational performance in an industry. The data are collected through a structured questionnaire. The questionnaire includes sections which assess the impact of changes and developments in the external environment. The survey is conducted mainly in Vlora city and randomly in Himara and Orikum. Following the purpose of the study, it has been involved all the construction companies that do business in the city of Vlora and in their construction projects portfolios are involved: infrastructure, residential buildings (living apartments and villas), industrial constructions and other buildings such as hospitals, universities, government buildings, etc. To analyze the data collected through the questionnaires, we used the statistical test such as mean, median, standard deviation as well as specific weights to rank the evaluation effect of each external factor.This paper reports findings on the relationship between the external factors and the organizational performance. The study found significant positive and negative effects of external factors on performance as well as classifying them in the factors that facilitate or create barriers to business.

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How much and when to innovate

Anning-Dorson

2017

EJIM

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Purpose The purpose of this paper is to examine the role of market innovation in driving service performance in the context of environmental pressures. This paper argues from the complexity theory that the development and the implementation of market innovation must critically examine the effect of customer demand and competitive intensity in the innovation efforts of service firms. Design/methodology/approach Data from different sub-sectors of the services industry of a growing emerging African economy are used. Structural equation modeling was used in analyzing the interconnection among environmental pressures, market innovation and firm performance. Findings The study found that both market demand and competition impact on innovation development positively. However, in terms of the moderation effects, competition negatively moderates the relationship between innovation and performance, while customer demand moderates the relationship positively. Practical implications The implications are that the implementation of market innovation must be reduced in low demand periods and high competitive periods in order to maximize financial and non-financial performance benefits for the service firm. Originality/value The current study complements the complexity theory by stating that the complex nature of business environment presents both opportunities and threats. However, for effective sense making out of the information provided by environment, service firms must evaluate environmental effect differently. While a factor may promote the development of strategy, same environmental factor may hinder the positive influence such strategy may have on overall firm performance.

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Genesis of Complexity Cycles

Cited by 6 publications

References 0 publications

The external environment's effect on management and strategy

The external environment's effect on management and strategy

The effects of strategic environmental analysis on organizational performance

How much and when to innovate

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