Complexity Theory and Organization Science

By Todd H. Chiles. 2001

566 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/106179ea9dfff03c9904f8adcc9a33fac4267ce4

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Citations in the corpus

Let Chaos Reign, Then Rein In Chaos--Repeatedly: Managing Strategic Dynamics For Corporate Longevity (2007, background): “Management scholars have also attempted to introduce some of these theoretical ideas into administrative science (e.g., Burgelman, 1983; Thietart and Forgues, 1995; Brown and Eisenhardt, 1997; Levinthal, 1997; McKelvey, 1997; Anderson, 1999; Tsoukas and Chia, 2002; Meyer, Gaba, and Colwell, 2005).”
Calibrating the Human Instrument: Understanding the Interviewing Experience of Novice Qualitative Researchers (2013, background): “There have been attempts to explain the behavior of organizations and individuals through equating them with complex adaptive systems (Anderson, 1999).”
The Formation and Value of IT-Enabled Resources: Antecedents and Consequences of Synergistic Relationships (2010, background): “…tasked with the responsibility of setting the context and defining the nature of the relationship between the organization’s components (Uhl-Bien et al. 2007), but at the same time, it should focus on facilitation and support for interactions (Anderson 1999; Lewin 1999; Markus and Robey 1988).”
Organizational Emergence: The Origin and Transformation of Branson, Missouri's Musical Theaters (2004, background): “The town’s geographic isolation and small size, its specialization in tourism, and the dominance of its theater population in the organizational community allowed us to control extraneous variation, thus bounding our phenomenon of interest in a tractable manner (cf. Stern and Barley 1996).”
Optimal Structure, Market Dynamism, and the Strategy of Simple Rules (2009, methodology): “A related fi nding is that systems tend to fall away from the optimal “edge-of-chaos” amount of structure into catastrophes without constant intervention (Anderson, 1999; Eisenhardt and Bhatia, 2001).”
Coevolving Systems and the Organization of Agile Software Development (2009, methodology): “…framework and its application to this empirical study on software development processes has demonstrated a concrete and feasible way to apply CAS-grounded theory in IS research, the importance of which has been empha- sized by Anderson (1999), Jacucci et al. (2006), and Merali and McKelvey (2006).”
Special Issue: Frontiers of Organization Science, Part 1 of 2: Designing Work Within and Between Organizations (2005, background): “Complexity Perspective During the past 10 years a literature on organizational complexity has emerged that is useful for examining changes in work design configurations in two important ways (Anderson 1999). First, given the number and degree of interactions existing among components, changes in wor”
Complexity and Adaptivity in Supply Networks: Building Supply Network Theory Using a Complex Adaptive Systems Perspective (2007, methodology): “For brevity, we use Anderson (1999) and Choi et al. (2001) to offer an overview of CAS and its framing of SCM research.”
Firm, strategic group, and industry influences on performance (2007, methodology): “Scholars have called for the inclusion of systems theories with such historical roots when examining the complexity of modern organizations (Anderson, 1999; Burns, 2004).”
What Constrains or Facilitates Divestitures of Formerly Acquired Firms? The Effects of Organizational Inertia (2005, background): “For example, complexity theory suggests that a seemingly small event can result in a significant organizational outcome (e.g., Anderson, 1999).”
The NPV of bad news (2007, methodology): “…of information in a social network is a complex system that consists of a large number of individual entities interacting with each other, in what is sometimes an indiscernible manner, ultimately generating large-scale, collective, visible, and quantifiable behavior (Anderson, 1999; Holland, 1995).”
New Product Development as a Complex Adaptive System of Decisions (2006, methodology): “Anderson (1999) stated that for a system to self-organize it must maintain a level of internal energy that is proportional to the level of disorder imposed on the system by its environment.”
‘Best practices … in spite of performance’: just a matter of imitation? (2005, background): “According to Lewin and Volberda, (quoting Anderson, 1999), researchers prefer to abstract away non-linear abstractions for the sake of analytical 9 clarity.”