Introduction Section 1: Chaos Theory and Dissipative Structures 1. Chaos Theory and Strategy 2. Conditioned Emergence 3. Surfing the Edge of Chaos 5. The Science of Complexity 6. Leadership and the New Sciences Editors’ Discussion of the Papers in Section 1 Section 2: Categorizing Complexity 7. Evolving Complexity in Social Science 8. Speaking of Complexity in Management Theory and Practice 9. Emergence Editors’ Discussion of the Papers in Section 2 Section 3: Complexity in Social Settings 10. From Complexity Science to Complex Thinking 11. Learning as the Activity of Interdependent People 12. Complex Thinking Editors’ Discussion of the Papers in Section 3. Concluding Remarks
Robert MacIntosh began his academic career as a researcher at the University of Strathclyde and completed his PhD in engineering before moving to a post in the Business School at the University of Glasgow.
Donald MacLean is Senior Research Fellow at the University of Glasgow. He is a faculty member of the Complexity and Management Centre of the University of Hertfordshire, a member of the faculty of the Institute of Directors in Scotland and an associate of the Glasgow Centre for Population Health.
Ralph Stacey is Professor of Management and Director of the Complexity and Management Centre at the Business School of the University of Hertfordshire.
Douglas Griffin is Associate Director of the Complexity and Management Centre at the Business School of the University of Hertfordshire. He is also an independent consultant.
'The rumours have been around for a while; there is a new and exciting perspective in the understanding of organizations from complexity theory. But unsurprisingly, complexity is complex. At last we have a book of readings and debate on the subject which is thorough, approachable, and up-to-date.' David Sims, Professor of Organizational Behaviour, Cass Business School, City University, UK
|
Ask a Question About this Product More... |
|
