Persistence and loose coupling in living systems

Glassman, Robert B.

doi:10.1002/bs.3830180202

Cited by 298 publications

(163 citation statements)

References 22 publications

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“…Grote (2004) summarised loose coupling through rules management to contain risks and procedural standardisation that make boundaries explicit. Glassman (1973) observed that loose coupling in nature, organisation and society contributes to stability. Whilst many suggest that loose coupling is a desirable property of system or organisational architectures, it is also variously defined and multi-faceted and influenced by strategy, technology and environmental turbulence (Orton and Weik, 1990;Beekun and Glick, 2001;Pautasso and Wilde, 2009).…”

Section: Some Observations From the Literaturementioning

confidence: 99%

Functional system maps as boundary objects in complex system development

Beckett

2015

IJASM

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Abstract:A trend towards the provision of product-service packaging and the proliferation of service businesses introduces both tangible and intangible elements into system design. In this paper, we consider the utility of hierarchical system models as a way of flexibly combining such elements by focusing on requisite functionality. Four cases illustrate how the same approach may be used to clarify the requirements of business or socio-technical systems during system development, operation or reengineering stages. It is suggested that a suitable loosely coupled model has significant utility as a 'boundary object' -a term first coined in the study of museum artefacts. Discussion of such objects requires the use of imagination, which may support innovative system design and development. It is suggested that a well-crafted model has multiple uses -as a foundation for system development, in combining traditional and agile project management strategies and in providing a framework to facilitate the capture and organisation of project knowledge.Keywords: function mapping; boundary objects; IDEF0; GERAM; project management.Reference to this paper should be made as follows: Beckett, R.C. (2015) 'Functional system maps as boundary objects in complex system development', Int. J. Agile Systems and Management, Vol. 8, No. 1, Biographical notes: Ronald C. Beckett is an industry practitioner who works at the academia-industry interface. He is an Adjunct Professor at Deakin University and has more than 25 years experience in R&D, operations and strategic management in aerospace, plus more than ten years management consulting experience implementing creative change. He is a Fellow of the Institution of Engineers, Australia, and holds a Doctor of Business Administration (UWS) based on research into ways of implementing organisational learning concepts in a high technology company. He has written more than 100 papers related to innovation, collaboration and knowledge management. He is also the Board Chair of a recently formed industry-academia R&D collaboration the Alliance for Supply Chain Innovation, and lectures in support systems engineering at RMIT.

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Section: Some Observations From the Literaturementioning

confidence: 99%

Functional system maps as boundary objects in complex system development

Beckett

2015

IJASM

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“…Some scholars suggested earlier that organizations can be "loosely coupled," both internally and externally (Aldrich, 1979;Glassman, 1973;Weick, 1979). Miller (1992 suggested that the third reason for mismatch between internal and external fit is "tunnel vision," which means that management often skip considering the environment when they are creating efficient and internally consistent 21 organizations.…”

Section: The Order Of Fitmentioning

confidence: 99%

Shaping Elements while Maintaining Fit

Ritakallio

Vuori

2015

AMPROC

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ISBN 978-952-60-7023-0 (printed) AbstractOrganizational performance is a result of doing many activities well and consistently with one another. While existing research has recognized that the fit between organizational activities is an important determinant of success, there is a need for more study of the processes that organizations use to develop and maintain fit in the presence of environmental change. This thesis set out to elaborate theory on fit development. I used the previous theory as a starting point and to formulate open-ended research questions rather than specific hypotheses. I then used empirical material to build on top of the prior literature and to challenge the prior literature. I did this to extend and refine the existing theories on fit development. To investigate how strategic fit is developed over time and how emergent and behavioral processes might be related to the process of developing and maintaining fit between organizational elements, I conducted a longitudinal case study of one of the most successful European banks covering its performance from 2000 to 2011. I modeled the organization´s activities by using qualitative organizational-system maps to determine how the activities evolved over time and how the fit between them was maintained. My primary data source was public information about the company´s activities and these data were complemented by private interviews.In contrast to what the previous theory would suggest, I found that the company´s core elements themselves underwent major changes through a process that I call shaping, during which the elements´ relationships between one another continued to have a fit-like character. This highlights that to understand strategy as a constellation of organizational elements, it is not sufficient to focus on the relationships between the elements, one must also to be mindful of the qualitative nature of the elements themselves and changes in them. Many of these changes are better characterized as "emergent" rather than as "designed." My findings contribute to the research on the processes that allows companies to evolve toward fit. Siggelkow recognized four processes that a company uses: thickening, patching, coasting, and trimming. I identified a fifth one-shaping-which refers to the process of transforming a core element while maintaining its identity and relationships with other elements. My conclusion is that shaping strategic core elements is an essential way through which companies maintain fit between their core elements and yet transform and grow radically during the periods of volatility and turbulence in the surrounding environment. Therefore, my findings are essential for the research on the processes that allow companies to evolve toward fit.Keywords Strategic fit, strategic change, activity systems, organizational elements, banking Organisaation toiminnot mallinsin hyödyntäen kvalitatiivista systeemikarttaa, jonka avulla pääsin havainnoimaan toimintojen pitkän aikavälin kehittymistä ja niiden välisen yhteensopivuuden sä...

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“…Se antoja ahora caracterizarlas con el calificativo de "flojamente acopladas", aprovechando la discusión sobre el concepto que proponen Orton y Weick (1990, p. 203) y en particular la definición de Glassman (1973 apud ORTON;WEICK, 1990, p. 203): "un acoplamiento flojo se presenta cuando los sistemas tienen pocas variables en común o las variables que tienen en común son débiles." El propio Weick propone otra definición de una situación "flojamente acoplada cuando los elementos son sensibles entre sí, pero conservan evidencia de distinción e identidad propias".…”

Section: Una Relación Flojamente Acopladaunclassified

REPENSANDO LAS RELACIONES ENTRE LA EDUCACIÓN Y EL TRABAJO: Una reflexión basada en investigaciones realizadas en México

Ibarrola

2014

Cad. CEDES

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reflexión basada en investigaciones realizadas en México 1 María de Ibarrola * RESUMEN: Con base en investigaciones realizadas en México por la autora desde la década de los ochenta, se han ido construyendo cuatro dimensiones de análisis necesarias para repensar la naturaleza y el alcance de las relaciones entre la educación y el trabajo, más allá de las teorías clásicas. Se trata de la estructura heterogénea y desigual de los espacios de trabajo en el país; la prioridad que las políticas públicas conceden a la formación escolar para el trabajo y los actores que participan en ello; las condiciones reales de la formación para el trabajo en las escuelas; y las transiciones y trayectorias que viven los individuos entre la escuela y el trabajo. Con base en esos análisis se plantea la noción de relaciones complejas, multidimensionales, cambiantes, contradictorias, interactivas e históricas, flojamente acopladas, entre las que suceden todo tipo de imperfecciones y desajustes.

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Persistence and loose coupling in living systems

Cited by 298 publications

References 22 publications

Functional system maps as boundary objects in complex system development

Functional system maps as boundary objects in complex system development

Shaping Elements while Maintaining Fit

REPENSANDO LAS RELACIONES ENTRE LA EDUCACIÓN Y EL TRABAJO: Una reflexión basada en investigaciones realizadas en México

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