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| Author: | Houchin, K. MacLean, D. |
| Title: | Complexity theory and strategic change: An empirically informed critique |
| Journal: | British Journal of Management
2005 : JUN, VOL 16:2, p. 149-166 |
| Index terms: | Organizational behaviour Public sector Social structure Theories Models |
| Language: | eng |
| Abstract: | This article presents a 4-year ethnographic study of a public-sector organization using narrative to describe its development in terms of four complexity theory concepts: sensitivity to initial conditions, negative and positive feedback processes, disequilibrium and emergent order. It is indicated that order emerges at the boundary btw. the organization's legitimate and shadow systems. The findings cause to question the assertion that organizations are naturally complex adaptive systems producing novel forms of order. An alternative view is proposed: that in social systems, norm is equilibrium-seeking behaviour, such systems can self-organize into hierarchy. |
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