Complex Responsive Processes in Organizations: Learning and Knowledge Creation

By R. Stacey. 2001

892 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/e5bee1ec38ebfbfc6304e6a1a07c1bda1debafc2

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Citations in the corpus

Wisdom principles as a meta-theoretical basis for evaluating leadership (2009, background): “…management as a complex distributed knowledge systems (Spender, 1996; Tsoukas, 1996; Chia, 1998; Hansen, 1999; Snowden, 2000; Schneider, 2001; Stacey, 2001); socially distributed activity system (Engestrom, 1991, 1993; Blackler, 1995); and shared contextual space or ba (Corno, Reinmoeller, &…”
Leadership and spirituality (2006, background): “In taking this a step further, Stacey (2001) argues that as humans, our intentions are always emerging with our negotiations and interactions with each other, as the foundation of knowledge is empathy.”
Toward a Discourse-Centered Understanding of Organizational Change (2011, background): “…out and use these alternative discourses—often so as to frame new shared meanings and change mindsets that go on to create significant and beneficial change in organizations (Bushe & Marshak, 2009; Ford & Ford, 1995; Gergen, Gergen, & Barrett, 2004; Marshak & Grant, 2008; Shaw, 2002; Stacey, 2001).”
Learning as an activity of interdependent people (2003, methodology): “I want to contrast this with a way of thinking in terms of paradox in which individual and group/organisation are aspects of the same processes of interaction between people ( Stacey, 2001”
Understanding project complexity: implications on project management (2008, background): “(Stacey, 2001) Stacey R. (2001), Complex responsive process in organizations: learning and knowledge creation.”
Now, let's make it really complex (complicated): A systematic review of the complexities of projects (2011, background): “But having said that, when Cicmil et al. (2009) bring the work of Cooke-Davies et al. (2007) to a conclusion, it is the work of Stacey (2001) on which they focus, looking at the emergent properties of groups of people (“complex responsive processes of relating”).”
The new dynamics of strategy: sense-making in a complex and complicated world (2003, background): “This is the domain of systems thinking, the learning organization, and the adaptive enterprise, all of which are too often confused with complexity theory.(18) In the knowable domain, experiment, expert opinion, fact-finding, and scenario-planning are appropriate.”
Community of practice for teachers: sensemaking or critical reflective learning? (2009, background): “Knowledge is a property of relationships and *Corresponding author: Email address: paktee.ng@nie.edu.sg it is created and transformed through networks of human interaction through complex responsive processes (Stacey, 2001).”