Strategic Management and Organisational Dynamics: The Challenge of ComplexityPrentice Hall/Financial Times, 2003 - 486 sidor In the fourth edition of this successful text, Ralph Stacey continues to question the view that organisations operate and succeed in relatively stable environments. He argues that in order to succeed in uncertainty and continual change, organisations need to create new perspectives and learn from the chaos within which they operate. This edition continues to focus on this radically different approach to strategic management. The central tenets of this approach have to do with unpredictability and the limitations of control, and therefore it argues against the rational models of planning and control covered in other strategy textbooks. This is done by emphasising the importance of narrative, conversation and learning from one's own experience as the central means by which we can gain understanding and knowledge of strategy in organisations. - Sharper distinction between systemic and process thinking with new chapters on the philosophical origins of systems and process thinking, second order and critical system thinking. - new material on theory of complex responsive processes, particularly to do with control, leadership and ethics. - Includes 7 management narratives, ie, personal ac |
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The nature of strategy and organisational change | 1 |
Systemic perspectives on strategy | 15 |
cybernetic | 32 |
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action agents argued assumptions attractor autonomous individual autopoiesis autopoietic becomes behaviour bit strings boundary chaos theory Chapter cognitivism cognitivist communication communities of practice complex adaptive systems complex responsive processes complexity theory context conversation create creative culture cybernetic systems dissipative structures diversity edge of chaos emerge environment equilibrium evolution evolve example explain explore focuses identify identity ideology important instability kind knowledge large numbers leader learning organisation theory managers means mental models methodology move nature negative feedback nonlinear notion objective observer operating organisational change organising the experience organising themes paradox participation particular patterns position possible power relations predictable prescriptions problem produce psychology question radical reality recognised reification relationships role self-organising sense simply simulation social strategic choice theory strategy structure symbols systems dynamics systems theory systems thinking tacit knowledge talk task themes organising tion unconscious understand unpredictable values whole