Steven E. Phelan

What Is Complexity Science, Really?

The need for a special issue of Emergence on the question “What is complexity science?” is disturbing on several levels. At one level, one could be forgiven for thinking that the voluminous literature generated in recent years on chaos and complexity theory must contain a clear exposition on the definition, mission, and scope of complexity science. That this exposition has not been forthcoming, or is the subject of controversy, is disconcerting. On another level, the inability to clearly differentiate science from pseudoscience in complexity studies is also problematic. Allowing pseudo-science to penetrate a field of study lowers the credibility of that field with mainstream scientists and hinders the flow of resources for future development.

A Note on the Correspondence Between Complexity and Systems Theory

Complexity theory shares a common vocabulary with systems theory. Terms such as emergence, complexity, and adaptation appear in both traditions. Despite the similarities, complexity theory is not a misnomer for systems theory. Several points of departure exist in complexitys research agenda and methods. Moreover, while systems theory appears to have embraced interpretivist and critical philosophies, complexity theory remains firmly in the positivist camp, despite claims that it is a postmodern science.

An Austrian Theory of the Firm

The modern Theory of the Firm uses the concept of rent and makes implicit assumptions about equilibrium. An Austrian (Market Process) Theory of the Firm should have something to say about each of these. Two strategic perspectives are analyzed, the neoclassical microeconomic perspective (using the Ricardo-Marshall approach to rent) and the Market Process perspective (using the Fetter approach to rent). In a neoclassical world, rents indicate “unsolved” or unexploited “inefficiencies” as every hypothetical outcome is viewed against the standard of perfect competition. By contrast, in the Market Process world there is no single ideal standard by which to measure any particular outcome. All action takes place in an open ended universe in which the future is continually being created, in which competition is a “discovery process.”

ARRIVING AT A STRATEGIC THEORY OF THE FIRM

The theory of the firm seeks to explain the existence and boundaries of the firm in relation to the market. Since the pioneering work of Coase (The nature of the firm. Economica, 4, 386–405, 1937), economics has developed a whole family of theories that focus on the ability of firms to economize on certain costs of using markets. More recently, researchers in strategic management have published several theories of the firm that have tended to emphasize the benefits of incorporation rather than the costs of using the market. Although researchers in the strategy profession have tentatively labeled their work as ‘moving towards’ a strategic theory of the firm, economists have been very critical of existing approaches. This paper seeks to begin ‘arriving’ at a strategic theory of the firm by addressing these criticisms and offering an integration of the strategic and economic perspectives within an institutional framework. The paper concludes with future directions for research in the theory of the firm.

Seeking greener pastures: a theoretical and empirical investigation into the changing trend of foreign direct investment flows in response to institutional and strategic factors

A generic theoretical model is proposed that provides a holistic conceptualization of the phenomenon of changing trend of FDI flows. Integrating both institutional and strategic factors, a rationale for such a change is provided, and the circumstances under which future shifts might take place are identified. A collection of criteria and incentives that various host governments and their agencies must provide to attract FDI are outlined. Several propositions that lead to empirically testable hypotheses are developed from this model. Statistical evidence is then provided of a shift in FDI flows, and the change in their determinants, by empirically analyzing investment by US multinational enterprises into Western Europe and Asia over the 20-year period, 1981-2000.

Using an Iterated Prisoner's Dilemma with Exit Option to Study Alliance Behavior: Results of a Tournament and Simulation

Nearly half of all strategic alliances fail (Park and Russo, 1996; Dyer et al., 2001), often because of opportunistic behavior by one party or the other. We use a tournament and simulation to study strategies in an iterated prisoners dilemma game with exit option to shed light on how a firm should react to an opportunistic partner. Our results indicate that a firm should give an alliance partner a second chance following an opportunistic act but that subsequent behavior should be contingent on the value of the next best opportunity outside the alliance. Firms should be more forgiving if the potential benefits from the alliance exceed other opportunities. The strategies were also found to be robust across a wide range of game lengths. The implications of these results for alliance strategies are discussed.

Promotion Systems and Organizational Performance: A Contingency Model

This study explores the organizational impact of a variety of important promotion systems commonly practiced in organizations including up-or-out systems, absolute merit-based systems, relative merit-based systems, and seniority-based systems. Through the computer simulation of organizations in a distributed decision making setting, the results indicate that the effectiveness of any promotion system is dependent on a range of factors including the nature of the task environment, the design of the organizational structure, the frequency of monitoring, the criteria of performance, and the transferability of task knowledge. This study has implications not only for understanding organizational promotion systems from the contingency perspective, but also for bridging the fields of strategic human resource management and computational organization theory.

Entrepreneurial Orientation in Public Schools: The View from New Jersey

We utilize a sample of New Jersey schools to explore the relationship between entrepreneurial orientation (EO) and school performance. The results indicate a significant relationship between several dimensions of EO and performance after controlling for a number of relevant variables. Charter schools were found to have higher EO than traditional schools. The implications of these findings for education and entrepreneurship research are discussed.