Complexity theory and organizing form dualities

Smith, Aaron and Graetz, Fiona 2006, Complexity theory and organizing form dualities, Management decision, vol. 44, no. 7, pp. 851-870, doi: 10.1108/00251740610680569.

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Title Complexity theory and organizing form dualities
Author(s) Smith, Aaron
Graetz, Fiona
Journal name Management decision
Volume number 44
Issue number 7
Start page 851
End page 870
Publisher Emerald Group Publishing Limited
Place of publication Bingley, England
Publication date 2006
ISSN 0025-1747
Keyword(s) chaos theory
complexity theory
Summary Purpose – The purpose of this paper is to describe how order-generated rules applied to organizing form dualities can assist in creating the conditions for emergent, self-organized behavior in organizations, thereby offering an operational deployment of complexity theory.

Design/methodology/approach – The paper begins by showing that the concept of dualities is consistent with complexity-thinking. In addition, when applied to organizing forms, dualities represent a practical way of affecting an organization's balance between chaos and order. Thus, when augmented with order-generating rules, organizing form dualities provide an access point for the practical instigation of edge of chaos conditions and the potential for emergence.

– The paper maintains that many attempts to “manage” complexity have been associated with changes to organizing forms, specifically toward new forms of organizing. It is suggested that organizing form dualities provide some management guidance for encouraging the “edge of chaos” conditions advocated in complexity theory, although the details of self-organization cannot be prescribed given the assumptions of non-linearity associated with complexity theory perspectives. Finally, it is proposed that organizing dualities can elucidate the nature and application of order-generating rules in non-linear complex systems.

Practical implications – Dualities offer some guidance toward the practical implementation of complexity theory as they represent an accessible sub-system where the forces for order and chaos – traditional and new forms of organizing respectively – are accessible and subject to manipulation.

– The commonalities between dualities and complexity theory are intuitive, but little conceptual work has shown how the former can be employed as a guide to managing organizing forms. Moreover, this approach demonstrates that managers may be able to stimulate “edge of chaos” conditions in a practical way, without making positivistic assumptions about the causality associated with their efforts.
Language eng
DOI 10.1108/00251740610680569
Field of Research 150312 Organisational Planning and Management
HERDC Research category C1 Refereed article in a scholarly journal
Copyright notice ©2006, Emerald Group Publishing Ltd
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Document type: Journal Article
Collection: School of Management and Marketing
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