The impact of cognitive machines on complex decisions and organizational change

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

doi:10.1007/s00146-009-0207-4

Cited by 20 publications

(27 citation statements)

References 28 publications

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“…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%

“…The knowledge creation processes can follow the spiral cycle presented by Ichijo and Nonaka (2006 3) The main agents of organizational cognition are the participants in the organization and the social networks they form. Agents of organizational cognition include humans and cognitive machines (Nobre, 2008;Nobre et al, 2009aNobre et al, , 2009c. 4) Cognitive processes and representations in the organization are influenced and supported by the goals, technology and social structure of the organization.…”

Section: Ten Principles Of Organizational Cognitionmentioning

confidence: 99%

“…Therefore, new organizations of this kind will be able to operate in and manage higher levels of environmental complexity and uncertainty than organizations of today. These transformations towards new organizations will have implications for society, and this is a topic for further research (Nobre et al, 2009a(Nobre et al, , 2009b(Nobre et al, , 2009cNobre et al, 2010). The latter part, which is concerned with the purpose and the existence of organizations, will remain the same and will certainly not change to the same extent in the evolutions of organizational elements.…”

Section: Signpost To the Futurementioning

confidence: 99%

“…Moreover, the organization exists in a physical, technological, cultural and social environment with which the organization interacts (Scott, 1998). Participants are the agents who act in the name of the organization and include humans and cognitive machines (Nobre, 2008, Nobre et al, 2009a, 2009c. Technology expands what organizations can do and it supports the connection of the organization to the environment.…”

Section: Signpost To the Futurementioning

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%

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

Nobre¹,

Tobias

Walker

2010

BAR, Braz. Adm. Rev.

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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.

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Section: Organization Uncertainty and Complexitymentioning

confidence: 99%

Section: Ten Principles Of Organizational Cognitionmentioning

confidence: 99%