Strategic management and organisational dynamics: The challenge of complexity to ways of thinking about organisations
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Harlow, England
Pearson
2016
|
| Ausgabe: | Seventh edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVII, 560 Seiten |
| ISBN: | 9781292078748 9781292078755 |
Internformat
MARC
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| 245 | 1 | 0 | |a Strategic management and organisational dynamics |b The challenge of complexity to ways of thinking about organisations |c Ralph D. Stacey and Chris Mowles |
| 250 | |a Seventh edition | ||
| 264 | 1 | |a Harlow, England |b Pearson |c 2016 | |
| 300 | |a XVII, 560 Seiten | ||
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Datensatz im Suchindex
| _version_ | 1804175266002501633 |
|---|---|
| adam_text | Brief contents
List of boxes xiii
List of tables xiv
Preface xv
1 Strategic management in perspective: a step in the professionalisation
of management 2
2 Thinking about strategy and organisational change: the implicit
assumptions distinguishing one theory from another 28
..B .... v, . ... . . , ... ..... .. . ,vw
dynamics
•.. .‘V’ -1- , : y.
,. | . , ...........
and organisational
- t•- .‘v.;
WS.
3 The origins of systems thinking in the Age of Reason 48
4 Thinking in terms of strategic choice: cybernetic systems, cognitivist
and humanistic psychology 66
5 Thinking in terms of organisational learning and knowledge creation:
systems dynamics, cognitivist, humanistic and constructivist psychology 100
6 Thinking in terms of organisational psychodynamics: open systems
and psychoanalytic perspectives 128
7 Thinking about strategy process from a systemic perspective: using a
process to control a process 150
8 A review of systemic ways of thinking about strategy and organisational
dynamics: key challenges for alternative ways of thinking 176
9 Extending and challenging the dominant discourse on organisations:
thinking about participation and practice 202
vL Brief contents
The challenge of compiéxîfÿ to days of thinking
10 The complexity sciences: the sciences of uncertainty
238
11 Systemic applications of complexity sciences to organisations: restating
13 The emergence of organisational strategy in local communicative
interaction: complex responsive processes of conversation 338
14 The link between the local communicative interaction of strategising
and the population-wide patterns of strategy 362
15 The emergence of organisational strategy in local communicative
interaction: complex responsive processes of ideology and power relating 388
16 Different modes of articulating patterns of interaction emerging across
organisations: strategy narratives and strategy models 416
17 Complex responsive processes of strategising: acting locally on the
basis of global goals, visions, expectations and intentions for the
‘whole’ organisation over the ‘long-term future’ 456
18 Complex responsive processes: implications for thinking about
organisational dynamics and strategy 486
References 519
Index 545
the dominant discourse
266
12 Responsive processes thinking: the interplay of intentions
302
Contents
List of boxes xiii
List of tables xiv
Preface xv
1 Strategic management in perspective: a step in the professionalisation
of management 2
1.1 Introduction 2
1.2 The origins of modern concepts of strategic management:
the new role of leader 6
1.3 Ways of thinking: stable global structures and fluid local interactions 15
1.4 Outline of the book 21
Further reading 26
Questions to aid further reflection 26
2 Thinking about strategy and organisational change: the implicit
assumptions distinguishing one theory from another 28
2.1 Introduction 28
2.2 The phenomena of interest: dynamic human organisations 29
2.3 Making sense of the phenomena: realism, relativism and idealism 33
2.4 Four questions to ask in comparing theories of organisational strategy
and change 39
Further reading 41
Questions to aid further reflection 41
and change 39
Further reading 41
Questions to aid further reflection 41
3 The origins of systems thinking in the Age of Reason 48
3 The origins of systems thinking in the Age of Reason 48
3.1 Introduction 49
3.2 The Scientific Revolution and rational objectivity 51
3.3 The eighteenth-century German philosopher Immanuel Kant:
natural systems and autonomous individuals 52
3.4 Systems thinking in the twentieth century: the notion of human systems 57
viii Contents
3.5 Thinking about organisations and their management: science
and systems thinking 59
3.6 How systems thinking deals with the four questions 63
3.7 Summary 64
Further reading 64
Questions to aid further reflection 64
4 Thinking in terms of strategic choice: cybernetic systems,
cognitivist and humanistic psychology 66
4.1 Introduction 67
4.2 Cybernetic systems: importing the engineer’s idea of self-
regulation and control into understanding human activity 68
4.3 Formulating and implementing long-term strategic plans 74
4.4 Cognitivist and humanistic psychology: the rational and the
emotional individual 82
4.5 Leadership and the role of groups 86
4.6 Key debates 87
4.7 How strategic choice theory deals with the four key questions 91
4.8 Summary 96
Further reading 98
Questions to aid further reflection 98
5 Thinking in terms of organisational learning and knowledge creation:
systems dynamics, cognitivist, humanistic and constructivist psychology 100
5.1 Introduction 101
5.2 Systems dynamics: nonlinearity and positive feedback 102
5.3 Personal mastery and mental models: cognitivist psychology 105
5.4 Building a shared vision and team learning: humanistic psychology 111
5.5 The impact of vested interests on organisational learning 116
5.6 Knowledge management: cognitivist and constructivist psychology 117
5.7 Key debates 120
5.8 How learning organisation theory deals with the four key questions 122
5.9 Summary 125
Further reading 126
Questions to aid further reflection 126
6 Thinking in terms of organisational psychodynamics: open systems and
psychoanalytic perspectives 128
6.1 Introduction 129
6.2 Open systems theory 129
6.3 Psychoanalysis and unconscious processes 132
6.4 Open systems and unconscious processes 137
6.5 Leaders and groups 140
6.6 How open systems/psychoanalytic perspectives deal with the
four key questions 143
6.7 Summary 147
Further reading 148
Questions to aid further reflection 148
Contents ix
7 Thinking about strategy process from a systemic perspective:
using a process to control a process 150
7.1 Introduction 151
7.2 Rational process and its critics: bounded rationality 151
7.3 Rational process and its critics: trial-and-error action 154
7.4 A contingency view of process 158
7.5 Institutions, routines and cognitive frames 159
7.6 Process and time 161
7.7 Strategy process: a review 163
7.8 The activity-based view 165
7.9 The systemic way of thinking about process and practice 170
7.10 Summary 174
Further reading 174
Questions to aid further reflection 175
8 A review of systemic ways of thinking about strategy and
organisational dynamics: key challenges for alternative ways of thinking 176
8.1 Introduction 177
8.2 The claim that there is a science of organisation and management 178
8.3 The polarisation of intention and emergence 188
8.4 The belief that organisations are systems in the world or in the mind 191
8.5 Conflict and diversity 195
8.6 Summary and key questions to be dealt with in Parts 2 and 3 of this book 199
Further reading 200
Questions to aid further reflection 200
9 Extending and challenging the dominant discourse on organisations:
thinking about participation and practice 202
9.1 Introduction 203
9.2 Second-order systems thinking 205
9.3 Social constructionist approaches 216
9.4 Communities of practice 220
9.5 Practice and process schools 223
9.6 Critical management studies 226
9.7 Summary 228
Further reading 228
Questions to aid further reflection 229
llliSÄf
toways
10 The complexify sciences: the sciences of uncertainty
10.1 Introduction
10.2 Mathematical chaos theory
10.3 The theory of dissipative structures
x Contents
10.4 Complex adaptive systems 247
10.5 Different interpretations of complexity 257
10.6 Summary 263
Further reading 264
Questions to aid further reflection 265
11 Systemic applications of complexity sciences to organisations:
restating the dominant discourse 266
11.1 Introduction 266
11.2 Modelling industries as complex systems 267
11.3 Understanding organisations as complex systems 276
11.4 How systemic applications of complexity sciences deal with the four
key questions 289
11.5 Summary 291
Further reading 292
Questions to aid further reflection 292
12 Responsive processes thinking: the interplay of intentions 302
12.1 Introduction 303
12.2 Responsive processes thinking 305
12.3 Chaos, complexity and analogy 317
12.4 Time and responsive processes 326
12.5 The differences between systemic process, strong or endogenous
process and responsive processes thinking 327
12.6 Summary 335
Further reading 336
Questions to aid further reflection 336
13 The emergence of organisational strategy in local communicative
interaction: complex responsive processes of conversation 338
13.1 Introduction 340
13.2 Human communication and the conversation of gestures:
the social act 341
13.3 Ordinary conversation in organisations 348
13.4 The dynamics of conversation 355
13.5 Leaders and the activities of strategising 358
13.6 Summary 359
Further reading 359
Questions to aid further reflection 360
Contents xi
14 The link between the local communicative interaction of strategising
and the population-wide patterns of strategy 362
14.1 Introduction 363
14.2 Human communication and the conversation of gestures: processes of
generalising and particularising 366
14.3 The relationship between local interaction and population-wide patterns 376
14.4 The roles of the most powerful 384
14.5 Summary 386
Further reading 387
Questions to aid further reflection 387
15 The emergence of organisational strategy in local communicative
interaction: complex responsive processes of ideology and power relating 388
15.1 Introduction 389
15.2 Cult values 390
15.3 Desires, values and norms 393
15.4 Ethics and leadership 399
15.5 Power, ideology and the dynamics of inclusion-exclusion 402
15.6 Complex responsive processes perspectives on decision making 411
15.7 Summary 413
Further reading 413
Questions to aid further reflection 414
16 Different modes of articulating patterns of interaction emerging
across organisations: strategy narratives and strategy models 416
16.1 Introduction 417
16.2 The emergence of themes in the narrative patterning of ordinary,
everyday conversation 421
16.3 Narrative patterning of experience and preoccupation in the game 430
16.4 Reflecting on experience: the role of narrative and storytelling 434
16.5 Reflecting on experience: the role of second-order abstracting 436
16.6 Reasoning, measuring, forecasting and modelling in
strategic management 442
16.7 Summary 453
Further reading 453
Questions to aid further reflection 454
17 Complex responsive processes of strategising: acting locally on the
basis of global goals, visions, expectations and intentions for the
‘whole’ organisation over the ‘long-term future’ 456
17.1 Introduction 457
17.2 Strategic choice theory as second-order abstraction 459
17.3 The learning organisation as second-order abstraction 476
17.4 Institutions and legitimate structures of authority 479
17.5 Strategy as identity narrative 483
17.6 Summary 484
Further reading 485
Questions to aid further reflection 485
xil Contents
18 Complex responsive processes: implications for thinking about
organisational dynamics and strategy 486
18.1 Introduction 486
18.2 Key features of the complex responsive processes perspective 487
18.3 Refocusing attention on strategy and change 497
18.4 Refocusing attention on control and performance improvement 505
18.5 Implications for thinking about research 507
18.6 Rethinking the roles of leaders and managers 513
18.7 Summary 516
Further reading 517
Questions to aid further reflection 518
References 519
Index 545
|
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| spelling | Stacey, Ralph D. 1942- (DE-588)171203542 aut Strategic management and organisational dynamics The challenge of complexity to ways of thinking about organisations Ralph D. Stacey and Chris Mowles Seventh edition Harlow, England Pearson 2016 XVII, 560 Seiten txt rdacontent n rdamedia nc rdacarrier aStrategic planning aOrganizational behavior Organisationsentwicklung (DE-588)4126887-8 gnd rswk-swf Organisationswandel (DE-588)4075693-2 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Strategisches Management (DE-588)4124261-0 s Organisationsentwicklung (DE-588)4126887-8 s DE-604 Organisationswandel (DE-588)4075693-2 s 1\p DE-604 Mowles, Chris (DE-588)1020336765 aut Erscheint auch als Online-Ausgabe, PDF 978-1-292-07877-9 Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=028377161&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Stacey, Ralph D. 1942- Mowles, Chris Strategic management and organisational dynamics The challenge of complexity to ways of thinking about organisations aStrategic planning aOrganizational behavior Organisationsentwicklung (DE-588)4126887-8 gnd Organisationswandel (DE-588)4075693-2 gnd Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4126887-8 (DE-588)4075693-2 (DE-588)4124261-0 |
| title | Strategic management and organisational dynamics The challenge of complexity to ways of thinking about organisations |
| title_auth | Strategic management and organisational dynamics The challenge of complexity to ways of thinking about organisations |
| title_exact_search | Strategic management and organisational dynamics The challenge of complexity to ways of thinking about organisations |
| title_full | Strategic management and organisational dynamics The challenge of complexity to ways of thinking about organisations Ralph D. Stacey and Chris Mowles |
| title_fullStr | Strategic management and organisational dynamics The challenge of complexity to ways of thinking about organisations Ralph D. Stacey and Chris Mowles |
| title_full_unstemmed | Strategic management and organisational dynamics The challenge of complexity to ways of thinking about organisations Ralph D. Stacey and Chris Mowles |
| title_short | Strategic management and organisational dynamics |
| title_sort | strategic management and organisational dynamics the challenge of complexity to ways of thinking about organisations |
| title_sub | The challenge of complexity to ways of thinking about organisations |
| topic | aStrategic planning aOrganizational behavior Organisationsentwicklung (DE-588)4126887-8 gnd Organisationswandel (DE-588)4075693-2 gnd Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | aStrategic planning aOrganizational behavior Organisationsentwicklung Organisationswandel Strategisches Management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=028377161&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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