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Creative Management of Complex Systems [Kõva köide]

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  • Formaat: Hardback, 198 pages, kõrgus x laius x paksus: 239x163x18 mm, kaal: 431 g
  • Ilmumisaeg: 11-Jan-2019
  • Kirjastus: ISTE Ltd and John Wiley & Sons Inc
  • ISBN-10: 1848219571
  • ISBN-13: 9781848219571
Teised raamatud teemal:
Creative Management of Complex SystemsSuurem pilt
  • Formaat: Hardback, 198 pages, kõrgus x laius x paksus: 239x163x18 mm, kaal: 431 g
  • Ilmumisaeg: 11-Jan-2019
  • Kirjastus: ISTE Ltd and John Wiley & Sons Inc
  • ISBN-10: 1848219571
  • ISBN-13: 9781848219571
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9781848219571.html
Märksõnad:

This book is a general presentation of complex systems, examined from the point of view of management. There is no standard formula to govern such systems, nor to effectively understand and respond to them.

The interdisciplinary theory of self-organization is teeming with examples of living systems that can reorganize at a higher level of complexity when confronted with an external challenge of a certain magnitude.

Modern businesses, considered as complex systems, ideally know how to flexibly and resiliently adapt to their environment, and also how to prepare for change via self-organization. Understanding sources of potential crisis is essential for leaders, though not all crises are necessarily bad news, as creative firms know how to respond to challenges through innovation: new products and markets, organizational learning for collective intelligence, and more.

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

Fiona Kerr is Associate Professor at the University of Adelaide, Australia. An expert in neural and systems complexity, she is also a management consultant for various companies and organizations.

Thierry Burger-Helmchen is Professor of Management Sciences at the University of Strasbourg, France. He is a member of the Bureau dEconomie Théorique et Appliquée.