Organizational and Technological Implications of Cognitive Machines

Nobre, Farley Simon; Tobias, Andrew M.; Walker, David S.

doi:10.4018/978-1-60566-302-9

Cited by 18 publications

(79 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The subject of cognition in organizations has flourished over the last fifty years in an environment of extensive and multidisciplinary research influenced by developments in general systems theory, cognitive and social psychology, artificial intelligence and cognitive science, social psychology of organizations, sociology of knowledge, organizational learning and knowledge management. Most recently, this subject has been referred to as organizational cognition (Eden & Spender, 1998;Iandoli & Zollo, 2007;Lant & Shapira, 2001;Nicolini, 1999;Nobre et al, 2009aNobre et al, , 2009bPorac & Thomas, 2002;Walsh, 1995).…”

Section: Organizational Abilitymentioning

confidence: 99%

“…However, uncertainty can also be associated with propositions of bounded rationality (Simon, 1982a(Simon, , 1982b(Simon, , 1997a(Simon, , 1997b. In this latter perspective, uncertainty carries the meaning of lack of information (4) , which leads the organization to unpredictability of outcomes, in addition to insufficiency of cognitive abilities for general information-processing and interpretation (Nobre et al, 2009a). The former, lack of information, means that uncertainty is the difference between the total amount of information that the organization needs to have in order to complete a task and the amount of information the organization actually possesses.…”

Section: Organization Uncertainty and Complexitymentioning

confidence: 99%

“…Therefore, the question which arises in our quest is: what can we do to control the level of uncertainty that the organization is faced with and needs to manage? This paper implies that organizational cognition plays an important role in such a task (Nobre et al, 2009a(Nobre et al, , 2009b(Nobre et al, , 2009c.…”

Section: Organization Uncertainty and Complexitymentioning

confidence: 99%

“…Similarly, the complexity of a task environment is contingent upon the level of uncertainty that it represents to the organization during task execution and completion. Therefore, it can be asserted that the greater the level of environmental complexity, the greater is the level of environmental uncertainty that the organization confronts and needs to manage (Nobre, 2005(Nobre, , 2008Nobre et al, 2009a).…”

Section: Organization Uncertainty and Complexitymentioning

confidence: 99%

“…The former, i.e., properties and structure, refers to physical, biological and chemical attributes of the system, and the latter, i.e., abilities, means cognition, intelligence, autonomy, learning and knowledge management capabilities of the system. Therefore, analyzing Boulding's (1956) typology, which classifies systems according to their levels of complexity, this research proposes that the higher the complexity of a system on Boulding's classification scale, the higher its degree of cognition (Nobre, Tobias, & Walker, 2009a, 2009b, 2009c. This classification of Boulding's systems, which is enumerated from 1 to 9 in the order of growth of their levels of complexity, is given as (1) frameworks, (2) clockworks, (3) cybernetic systems, (4) open systems, (5) blueprinted-growth systems, (6) internal-image systems, (7) symbolprocessing systems, (8) social systems and (9) transcendental systems, respectively.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

A new contingency view of the organization: mananging complexity and uncertainty through cognition

Nobre¹,

Tobias

Walker

2010

BAR, Braz. Adm. Rev.

Self Cite

View full text Add to dashboard Cite

This paper proposes a new contingency view of the organization and it contributes to the theme through two complementary perspectives. First, it proposes cognition as a function which acts as the main mediator between the organization and the environment. Second, it introduces cognition as the core organizational ability which supports individuals, groups and organizations with intelligence, autonomy, learning and knowledge management, whereas, in such a perspective, cognition is viewed as the core resource in the service of the organization. Both perspectives, the mediation and the core organizational resource views, imply that cognition contributes toward managing environmental complexity and uncertainty. From this picture, this work analyzes the organization in the pursuit of high degrees of organizational cognition in order to manage high levels of environmental complexity and uncertainty. Grounded in these views, this paper presents a model of the organization as a set of fuzzy abilities. From all these backgrounds, this research opens new directions for future research on organizational abilities which subsume cognition, intelligence, autonomy, learning and knowledge management as important elements of organizational analysis.

show abstract

Section: Organizational Abilitymentioning

confidence: 99%

Section: Organization Uncertainty and Complexitymentioning

confidence: 99%

Section: Organization Uncertainty and Complexitymentioning

confidence: 99%

Section: Organization Uncertainty and Complexitymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

A new contingency view of the organization: mananging complexity and uncertainty through cognition

Nobre¹,

Tobias

Walker

2010

BAR, Braz. Adm. Rev.

Self Cite

View full text Add to dashboard Cite

show abstract

Digital Technologies, Complex Systems, and Extreme Events: Measuring Change in Policy Networks

Comfort

2016

Multi-Hazard Approaches to Civil Infrastructure Engineering

View full text Add to dashboard Cite

The increasing incidence and mounting costs of extreme events globally in developed and developing societies alike create a compelling need to design effective methods of anticipating and reducing risk in practice. Three basic issues confound systematic measurement of the likely impact of hazards upon global communities: (1) scale of operations, (2) degree of uncertainty, and (3) rate of change in the interaction between hazards and human communities. Each of these issues involves access to, and flow of, information among a complex set of participating organizations and jurisdictions and can be partially addressed by advances in information technology, if designed and used appropriately. We examine different methods of digital data collection, analysis, and modeling that have been used to assess the complex, dynamic interactions between known hazards and communities at risk. We present applications of three digital technologies in reference to three different types of hazards: 2012 Superstorm Sandy, 2012 Pittsburgh International Airport fuel leak scenario, and the 2013 Yarnell Hill, Arizona, wildland fire. We conclude with a preliminary design for a complexity index to measure the interactions among operations, uncertainty, and rate of change over time in a region of risk and calibrate these measures against the existing capacity of a region's sociotechnical system to manage risk. The Cost of Global RiskThe increasing incidence and mounting costs of extreme events globally in developed and developing societies alike create a compelling need to design effective methods of anticipating and reducing risk in practice. The global risk assessment conducted by the United Nations International Strategy for Disaster Reduction (ISDR) in preparation for the World Conference on Disaster Risk Reduction

show abstract