| Preface |
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ix | |
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Chapter 1 Introduction: Why Do We Talk About Complexity in Management? |
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1 | (28) |
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1.1 Examples of complex and/or innovative projects |
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2 | (3) |
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1.2 Complex systems, rationality and knowledge |
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5 | (10) |
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1.2.1 Outlines of complexity and complex systems |
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5 | (2) |
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1.2.2 Information and learning |
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7 | (3) |
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10 | (5) |
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1.3 Cognition and the theory of the firm |
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15 | (7) |
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1.3.1 Creativity and the evolutionary theory of the firm |
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17 | (1) |
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1.3.2 Creativity and knowledge |
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18 | (2) |
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1.3.3 Creativity and novelty within a system |
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20 | (2) |
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1.4 The entrepreneurial dimension |
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22 | (4) |
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1.4.1 The philosophy of effectuation |
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24 | (1) |
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1.4.2 Evolutionary models |
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25 | (1) |
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26 | (3) |
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Chapter 2 The Evolution of Complex Systems |
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29 | (26) |
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2.1 Adaptation, learning and flexibility |
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30 | (2) |
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2.2 The nonlinear behavior of "imbalanced" systems |
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32 | (3) |
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2.3 Autonomy and responsibility |
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35 | (4) |
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2.3.1 A sociological approach to the question of "irresponsible" complex systems |
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35 | (1) |
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2.3.2 The role of the leader |
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36 | (3) |
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2.4 Different evolutionary models |
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39 | (7) |
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2.4.1 The large models inspired by the natural sciences |
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39 | (2) |
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41 | (1) |
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2.4.3 The evolution of economic organizations |
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42 | (2) |
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2.4.4 Proactive evolution: from adaptation to exaptation |
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44 | (2) |
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2.5 Implications for management |
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46 | (6) |
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2.5.1 Thinking in a nonlinear way |
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46 | (2) |
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2.5.2 Anticipating breakthroughs |
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48 | (2) |
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2.5.3 Managing learning and encouraging agents |
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50 | (2) |
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52 | (3) |
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Chapter 3 Steering Complex Adaptive Systems: Managing Weak Signals |
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55 | (44) |
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3.1 Navigating the ocean of signals |
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57 | (12) |
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3.1.1 Understanding the nature of the ocean |
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57 | (1) |
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3.1.2 Observing the ocean |
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58 | (6) |
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64 | (3) |
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3.1.4 Navigating in symbiosis |
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67 | (2) |
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3.2 Managing interdependences and dancing with the system |
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69 | (13) |
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3.2.1 The transmission of signals as a creative process: the example of composite materials |
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71 | (3) |
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3.2.2 The nonlinear changes at the source of evolution |
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74 | (8) |
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82 | (15) |
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3.3.1 Preparing the actors means first listening to them |
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82 | (1) |
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3.3.2 Choosing the right methods to design a strategy |
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83 | (2) |
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3.3.3 Choosing a good steerer |
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85 | (12) |
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97 | (2) |
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Chapter 4 Entrepreneurship, Market Creation and Imagination |
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99 | (28) |
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4.1 Some current stakes of entrepreneurship |
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102 | (3) |
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4.2 The entrepreneur in the history of economic thought |
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105 | (12) |
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4.2.1 The entrepreneur, harbinger of decentralized creativity |
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106 | (3) |
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4.2.2 The entrepreneur according to Jean-Baptiste Say: the assembler of factors |
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109 | (1) |
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4.2.3 The Austrian approach: a form of serendipity within the economic process |
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110 | (1) |
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4.2.4 The Schumpeterian approach: from serendipity to creativity |
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111 | (3) |
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4.2.5 The entrepreneur as a decision-maker in uncertain situations |
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114 | (2) |
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4.2.6 Towards a taxonomy of the entrepreneurial function |
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116 | (1) |
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4.3 Motivations, responsibility and identity of the entrepreneur |
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117 | (6) |
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4.3.1 The entrepreneur's responsibility |
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118 | (1) |
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4.3.2 The entrepreneur's identity |
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119 | (3) |
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4.3.3 Conclusion on the entrepreneur's motivations |
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122 | (1) |
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4.4 Entrepreneurship and complexity: the role of the imagination |
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123 | (4) |
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Chapter 5 Managerial Approaches and Theories of the Firm |
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127 | (28) |
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5.1 Complexity and management: the first steps |
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130 | (2) |
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5.2 Manager's role versus complex systems |
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132 | (2) |
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5.3 Marketing and complex systems |
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134 | (12) |
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5.3.1 Hypotheses and theories of complex systems |
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136 | (1) |
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5.3.2 Four types of complex systems |
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137 | (3) |
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5.3.3 Honda and the global automobile market |
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140 | (5) |
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5.3.4 Implications for the marketing manager |
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145 | (1) |
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5.4 Complex systems and human resource management |
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146 | (5) |
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5.4.1 RBV and complex sys terns |
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147 | (2) |
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5.4.2 Strategic human resource management |
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149 | (2) |
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5.5 Conclusion: managers' creative responses |
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151 | (4) |
| Conclusion |
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155 | (2) |
| References |
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157 | (16) |
| Index |
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173 | |
Lisainfo e-raamatute kohta