2019
DOI: 10.1108/k-08-2017-0308
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Improving managers’ intelligence through Systems Thinking

Abstract: Purpose Accepting the assumption that our intelligence depends on the ability to construct models which may allow us to acquire, update and transmit our knowledge, this paper aims to highlight the role of Systems Thinking in developing the “intelligence” of managers for all types and sizes of organization. Design/methodology/approach Four relevant contributions for improving the “intelligence” of managers will be examined: the ability to understand and model dynamic systems, the structure of Control Systems,… Show more

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Cited by 13 publications
(14 citation statements)
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References 17 publications
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“…Specifically, the detailed implications are as follows. First, the findings provide enlightening implications for platform operators who should abandon “linear thinking” (Mella and Gazzola, 2019). If the platform only sets a fixed fee, it will create a disadvantage for seekers as the seekers will bear a fixed sunk cost if the project fails; however, if the platform only charges a linear commission basing on the prize, it will be a disadvantage for the platform as the platform will gain nothing when the project fails.…”
Section: Discussionmentioning
confidence: 97%
“…Specifically, the detailed implications are as follows. First, the findings provide enlightening implications for platform operators who should abandon “linear thinking” (Mella and Gazzola, 2019). If the platform only sets a fixed fee, it will create a disadvantage for seekers as the seekers will bear a fixed sunk cost if the project fails; however, if the platform only charges a linear commission basing on the prize, it will be a disadvantage for the platform as the platform will gain nothing when the project fails.…”
Section: Discussionmentioning
confidence: 97%
“…We expected that this would lead to more discussion of the feedback between clinicians and clients, and the bene ts of using the feedback would increase both clients' outcomes and clinicians' integration of MBC into daily practice. However, such a self-enforcing loop [33,34] never emerged because clinicians only stimulated more clients to complete the questionnaires but did not change their own behaviour (discussion of feedback with clients and colleagues).…”
Section: Discussionmentioning
confidence: 99%
“…The effective use of generic structures improves the organizational performance (Skarzauskiene, 2010). Mella and Gazzola (2019), on similar lines, assert that identification of systems archetypes makes problem recognition and organizational control efficient. Archetypes provide managers, decision makers and modelers, insights into potential future consequences and side effects of policy decisions (Zare et al.…”
Section: Literature Reviewmentioning
confidence: 99%