Donald MacLean

Conditioned emergence: a dissipative structures approach to transformation

This paper presents a novel framework for the management of organizational transformation, defined here as a relatively rapid transition from one archetype to another. The concept of dissipative structures, from the field of complexity theory, is used to develop and explain a specific sequence of activities which underpin effective transformation. This sequence integrates selected concepts from the literatures on strategic change, organizational learning, and business processes; in so doing, it introduces a degree of prescriptiveness which differentiates it from other managerial interpretations of complexity theory. Specifically, it proposes a three-stage process: first, the organization ‘conditions’ the outcome of the transformation process by articulating and reconfiguring the rules which underpin its deep structure; second, it takes steps to move from its current equilibrium; and, finally, it moves into a period where positive and negative feedback loops become the focus of managerial attention. The paper argues that by managing at the level of deep structure in social systems, organizations can gain some influence over self-organizing processes which are typically regarded as unpredictable in the natural sciences. However, the paper further argues that this influence is limited to archetypal features and that detailed forms and behaviors are emergent properties of the system. Two illustrative case vignettes are presented to give an insight into the practical application of the model before conclusions are reached which speculate on the implications of this approach for strategy research. Copyright

Mode 2 Management Research

The terminology of mode 2 knowledge production has become increasingly prominent in discussions on the nature and purpose of management research. This paper attempts to move our understanding of this terminology forward, by providing a detailed exposition of the five features of mode 2 knowledge production in the context of management research and by offering an empirical account of a research project conducted in mode 2. The paper relates the established problem–solving management research traditions of action research, cooperative inquiry, grounded theory and clinical method to the conceptual territory of mode 2. It then considers a specific form of knowledge production where all five features of mode 2 appear simultaneously. The paper demonstrates how the terminology of mode 2 might provide a useful basis for dialogue between management researchers from different methodological traditions. Moreover, the paper concludes that the specific form of mode 2 where all five features are present (called here 5mode2) does differ, in both its conduct and the character of its output, from any of the established approaches considered in this paper.

Paradox as invitation to act in problematic change situations

It has been argued that organizational life typically contains paradoxical situations such as efforts to manage change which nonetheless seem to reinforce inertia. Four logical options for coping with paradox have been explicated, three of which seek resolution and one of which ‘keeps the paradox open’. The purpose of this article is to explore the potential for managerial action where the paradox is held open through the use of theory on ‘serious playfulness’. Our argument is that paradoxes, as intrinsic features in organizational life, cannot always be resolved through cognitive processes. What may be possible, however, is that such paradoxes are transformed, or ‘moved on’ through action and as a result the overall change effort need not be stalled by the existence of embedded paradoxes.

Dialogues between Academics and Practitioners: The Role of Generative Dialogic Encounters

In this paper we seek to show how aspects of the thinking underpinning the relevance debate can be self-defeating. We consider the relationship between academics and practitioners from a dialogic perspective and perform a textual analysis of the ways in which ‘pro-relevance’ academics write about research. We use role analysis techniques to highlight the potential for mismatched expectations between academics and practitioners, and then consider an illustrative dialogue between practitioners and academics to develop our view that relevance has its roots in generative dialogic encounters. We conceptualize a modified view of dialogue in the context of organizational research relationships, which we believe offers a useful starting point for co-production of knowledge and understanding.

Conditioned emergence: researching change and changing research

This paper aims to enable the operations management community to engage with concepts from the field of complexity theory and apply them to the issue of organisational transformation. It begins by reviewing existing work on strategic change, then provides an overview of complexity theory to show how the conditioned emergence model was developed. A brief statement on method follows, which describes our research process in terms of mode 2 knowledge production. An illustrative case study is then presented and is used to highlight aspects of the model and the overlaps and differences between conditioned emergence and other approaches. The paper concludes that organisational transformation can be viewed as an emergent process which can be accessed and influenced through three interacting gateways, i.e. order generating rules, disequilibrium and positive feedback. Finally, an appendix is included which focuses specifically on the issue of the research process. Here, it is argued that calls for managerially‐relevant research will be best met through more widespread adoption of mode 2 as an approach.

Exploring Constraints on Developing Knowledge On the Need for Conflict

This article explores some of the constraints on the development of knowledge through a multi-perspective examination of a project where there was an intention, and enacted process, to develop knowledge. Building on prior work in the fields of knowledge and knowledge management, the article is engaged with the generic question of what the conditions that facilitate knowledge creation in organizations are. However, the approach adopted here is not to focus on success stories, but to develop an understanding of constraining factors through an examination of an example of apparent failure and the absence of new knowledge. A detailed multi-perspective exploration of a particular organizational episode is provided. Data from this episode are considered from three theoretical perspectives: psychodynamics, social construction and complexity theory. This multi-perspective exploration highlights the need for conflict in organizational settings where new knowledge is at least supposed to be being developed.

Rethinking dynamic capabilities from a creative action perspective

Dynamic capabilities research aims to explain how firms manage to change in order to sustain their competitive advantage. Yet, despite considerable progress, dynamic capabilities theorizing struggles to capture novelty, which lies at the heart of change. We argue that this is caused by inherent limitations of the ways in which human action has been conceptualized: dynamic capabilities theorizing to date is based on rational or normative notions of actions, neither of which account for novelty in action. Hence, we propose that to overcome this impasse dynamic capabilities research needs to incorporate a concept of creative action into its theoretical apparatus. We elaborate on the positioning of creative action relative to existing dynamic capabilities theorizing and outline its implications for future dynamic capabilities research.

Strategic change as creative action

This paper draws attention to a nascent stream of strategy process research in which action is seen as primarily creative, rather than rational or normative. It shows how creative action theory, which emphasises the importance of embodied expression, emergent intention and social interaction, might furnish valuable new insights into strategic change. In particular, the paper highlights the importance of considering the strategist as fully embodied, intuitive and expressive. The paper draws on a novel empirical illustration to demonstrate both the potential and challenges of using creative action to reframe our understanding of strategic change.

I Never Promised You a Rose Garden: When Research Questions Ought to Change

This chapter addresses the common assumption that research questions are fixed at the outset of a study and should remain stable thereafter. We consider field-based organizational research and ask whether and when research questions can legitimately change. We suggest that change can, does, and indeed should occur in response to changes in the context within which the research is being conducted. Using an illustrative example, we identify refinement and reframing as two distinct types of research question development. We conclude that greater transparency over research question evolution would be a healthy development for the field.

Personal competences and outdoor development for managers

Describes the use of outdoor management development exercises in relation to the issue of personal competences. Presents findings of a pilot study by the University of Glasgow Business School, which is researching the relationship between traditional and vocational models of learning. Finds that in general, there are potential personal benefits for participants to explore their managerial skills through outdoor development exercises, but that research needs to continue to ensure a greater emphasis on self‐confidence, drive, personal learning and development.