Search results for 'Complex organizations' (try it on Scholar)

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  1. J. Stuart Bunderson (2001). Normal Injustices and Morality in Complex Organizations. Journal of Business Ethics 33 (3):181 - 190.score: 180.0
    This paper applies theory and research examining errors in complex organizational systems to the problem of individual and collective morality in organizations. It is proposed that because of the nature of complex organizations, unjust outcomes can (and will) result from organizational actions even when all organization members have acted responsibly. The argument that complex organizations are therefore immoral is considered and rejected. Instead, the paper argues that morality in complex organizations begins with (...)
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  2. Peter Csermely (2009). Weak Links: The Universal Key to the Stability of Networks and Complex Systems. Springer.score: 90.0
    A principle is born: the Granovetter study -- Why do we like networks? -- Network stability -- Weak links as stabilizers of complex systems -- Atoms, molecules, and macromolecules -- Weak links and cellular stability -- Weak links and the stability of organisms -- Social nets -- Networks of human culture -- The global web -- The Ecoweb -- Conclusions and perspectives.
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  3. Paul Attewell (1986). Imperialism Within Complex Organizations. Sociological Theory 4 (2):115-125.score: 90.0
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  4. Stephen P. Turmer (1977). Complex Organizations as Savage Tribes. Journal for the Theory of Social Behaviour 7 (1):99–125.score: 90.0
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  5. Jameson W. Doig, Douglas E. Phillips & Tycho Manson (1984). Deterring Illegal Behavior by Officials of Complex Organizations. Criminal Justice Ethics 3 (1):27-56.score: 90.0
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  6. Amitai Etzioni & William R. Taber (forthcoming). Scope, Pervasiveness, and Tension Management in Complex Organizations. Social Research.score: 90.0
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  7. Kurt Richardson (2008). Managing Complex Organizations: Complexity Thinking and the Science and Art of Management. Emergence 10 (2):13-26.score: 90.0
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  8. Wim Vandekerckhove & M. S. Ronald Commers (2004). Whistle Blowing and Rational Loyalty. Journal of Business Ethics 53 (1-2):225-233.score: 84.0
    Today's complex and decentralized organization gives rise to organizational needs for both loyalty and institutionalized whistle blowing. However, ethicists see a contradiction between both needs. This paper argues there is no such contradiction. It shows why earlier attempts to go beyond the dilemma are not satisfying. The solution proposed in this paper starts from an organizational perspective instead of an individual one. It does so by reframing the concept of loyalty into rational loyalty. This means that the object of (...)
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  9. Ysanne Carlisle & Elizabeth McMillan (2006). Innovation in Organizations From a Complex Adaptive Systems Perspective. Emergence: Complexity and Organization 8 (1):2-9.score: 74.0
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  10. Sergey Samoilenko (2008). Fitness Landscapes of Complex Systems: Insights and Implications On Managing a Conflict Environment of Organizations. Emergence: Complexity and Organization 10 (4).score: 74.0
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  11. John Shotter & Haridimos Tsoukas (2011). Complex Thought, Simple Talk: An Ecological Approach to Language-Based Change in Organizations. In Peter Allen, Steve Maguire & Bill McKelvey (eds.), The Sage Handbook of Complexity and Management. Sage. 333.score: 74.0
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  12. John D. Pringle & Donald C. Cole (2009). Health Research in Complex Emergencies: A Humanitarian Imperative. [REVIEW] Journal of Academic Ethics 7 (1-2):115-123.score: 72.0
    Health researchers, research trainees, and ethics reviewers should be prepared for the special application of research ethics within complex humanitarian emergencies. This paper argues that as a precursor to published ethical guidelines for conducting research in complex emergencies, researchers and research ethics committees should observe the following primary ethical considerations: (1) the research is not at the expense of humanitarian action; (2) the research is justified in that it is needs-driven and relevant to the affected populations; and (3) (...)
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  13. Michelle Jordon, Holly Jordan Lanham, Ruth A. Anderson & Reuben R. McDaniel Jr (2010). Implications of Complex Adaptive Systems Theory for Interpreting Research About Health Care Organizations. Journal of Evaluation in Clinical Practice 16 (1):228-231.score: 72.0
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  14. Mar Pérezts, Jean-Philippe Bouilloud & Vincent Gaulejac (2011). Serving Two Masters: The Contradictory Organization as an Ethical Challenge for Managerial Responsibility. [REVIEW] Journal of Business Ethics 101 (S1):33-44.score: 60.0
    “No one can serve two masters.” This Bible quotation highlights an irreducible contradiction, which echoes numerous organizational settings. This article considers the under-explored ethical implications of paradoxical injunctions created by such a contradiction at the managerial level. Contradictory organizational constraints turn into paradoxant systems , where the organization structurally settles paradoxical injunctions which challenge managerial ethics in practice. We then ask what managerial responsibility means in such contexts and find that managers have then to reshape their practice as a situated (...)
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  15. Thodoris Dantsis, Angeliki Loumou & Christina Giourga (2009). Organic Agriculture's Approach Towards Sustainability; its Relationship with the Agro-Industrial Complex, a Case Study in Central Macedonia, Greece. Journal of Agricultural and Environmental Ethics 22 (3):197-216.score: 60.0
    Up to now, several scientific works have noted that the organic sector resembles more and more conventional farming’s structures, what is widely known as the “conventionalization” thesis. This phenomenon constitutes an area of conflict between organic farming’s original vision and its current reality and raises ethical and social questions concerning the structure of agricultural systems of production and their interactions with the socio-economic and natural environment. The main issue of this dialogue is the concept of sustainable agriculture, which for scientists (...)
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  16. John S. Mattick (2003). Challenging the Dogma: The Hidden Layer of Non-Protein-Coding RNAs in Complex Organisms. Bioessays 25 (10):930-939.score: 56.0
    The central dogma of biology holds that genetic information normally flows from DNA to RNA to protein. As a consequence it has been generally assumed that genes generally code for proteins, and that proteins fulfil not only most structural and catalytic but also most regulatory functions, in all cells, from microbes to mammals. However, the latter may not be the case in complex organisms. A number of startling observations about the extent of non-protein-coding RNA (ncRNA) transcription in the higher (...)
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  17. David T. Risser (1996). The Social Dimension of Moral Responsibility: Taking Organizations Seriously. Journal of Social Philosophy 27 (1):189-207.score: 48.0
    This article provides a justification for holding complex organizations morally responsible and shows how this moral dimension is implicit in the concept of power. Several objections to organizational moral responsibility are addressed, and a new view of complex organizations as agents which are morally responsible, but do not possess moral rights, is defended.
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  18. Haridimos Tsoukas (2004). Complex Knowledge: Studies in Organizational Epistemology. OUP Oxford.score: 48.0
    In this book Haridimos Tsoukas, one of the most imaginative organization theorists of our time, examines the nature of knowledge in organizations, and how individuals and scholars approach the concept of knowledge. -/- Tsoukas firstly looks at organizational knowledge and its embeddedness in social contexts and forms of life. He shows that knowledge is not just a collection of free floating representations of the world to be used at will, but an activity constitutive of the world. On the one (...)
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  19. W. Edward Stead, Dan L. Worrell & Jean Garner Stead (1990). An Integrative Model for Understanding and Managing Ethical Behavior in Business Organizations. Journal of Business Ethics 9 (3):233 - 242.score: 42.0
    Managing ethical behavior is a one of the most pervasive and complex problems facing business organizations today. Employees' decisions to behave ethically or unethically are influenced by a myriad of individual and situational factors. Background, personality, decision history, managerial philosophy, and reinforcement are but a few of the factors which have been identified by researchers as determinants of employees' behavior when faced with ethical dilemmas. The literature related to ethical behavior is reviewed in this article, and a model (...)
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  20. Larry S. Temkin (2004). Thinking About the Needy, Justice, and International Organizations. Journal of Ethics 8 (4):349 - 395.score: 42.0
    This article has three main parts, Section 2 considers the nature and extent to which individuals who are well-off have a moral obligation to aid the worlds needy. Drawing on a pluralistic approach to morality, which includes consequentialist, virtue-based, and deontological elements, it is contended that most who are well-off should do much more than they do to aid the needy, and that they are open to serious moral criticism if they simply ignore the needy. Part one also focuses on (...)
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  21. Andy Clark, Control & Intervention in Complex Adaptive Systems: From Biology to Biogen.score: 42.0
    Markets, companies and various forms of business organizations may all (we have argued) be usefully viewed through the lens of CAS -- the theory of complex adaptive systems. In this chapter, I address one fundamental issue that confronts both the theoretician and the business manager: the nature and opportunities for control and intervention in complex adaptive regimes. The problem is obvious enough. A complex adaptive system, as we have defined it, is soft assembled and largely self-organizing. (...)
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  22. Robert A. Rice (2001). Noble Goals and Challenging Terrain: Organic and Fair Trade Coffee Movements in the Global Marketplace. [REVIEW] Journal of Agricultural and Environmental Ethics 14 (1):39-66.score: 42.0
    Social relations associated with conventional agricultural exports find their origins in long term associations based on business, family, and class alliances. Working outside these boundaries presents a host of challenges, especially where small producers with little economic or political power are concerned. Yet, in many developing countries, alternative trade organizations (ATOs) based on philosophies of social justice and/or environmental well-being are carving out spaces alongside traditional agricultural export sectors by establishing new channels of trade and marketing. Coffee provides a (...)
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  23. Chong Ju Choi & Sae Won Kim (2008). Women and Globalization: Ethical Dimensions of Knowledge Transfer in Global Organizations. [REVIEW] Journal of Business Ethics 81 (1):53 - 61.score: 42.0
    The topic of women and globalization raises fundamental questions on the impact of globalization on women, ethnic minorities and other socio-demographically under-represented actors in global organizations. This article seeks to integrate theories of procedural justice, psychological contracts, motivation and psychological ownership in knowledge transfer in global organizations, and the implications for women, and other under-represented actors. Our analysis concurs with current research on the need for a relativist perspective in business ethics research and one that encompasses the critical (...)
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  24. Jonathan Z. Gottlieb & Jyotsna Sanzgiri (1996). Towards an Ethical Dimension of Decision Making in Organizations. Journal of Business Ethics 15 (12):1275 - 1285.score: 42.0
    There is a growing need to increase our understanding of ethical decision making in U.S. based organizations. The authors examine the complexity of creating uniform ethical standards even when the meaning of ethical behavior is being debated. The nature of these controversies are considered, and three important dimensions for ethical decision making are discussed: leaders with integrity and a strong sense of social responsibility, organization cultures that foster dialogue and dissent, and organizations that are willing to reflect on (...)
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  25. E. Sharon Mason & Peter E. Mudrack (1997). Do Complex Moral Reasoners Experience Greater Ethical Work Conflict? Journal of Business Ethics 16 (12-13):1311-1318.score: 42.0
    Individuals who disagree that organizational interests legitimately supersede those of the wider society may experience conflict between their personal standards of ethics and those demanded by an employing organization, a conflict that is well documented. An additional question is whether or not individuals capable of complex moral reasoning experience greater conflict than those reasoning at a less developed level. This question was first positioned in a theoretical framework and then investigated using 115 survey responses from a student sample. Correlational (...)
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  26. Allen Buchanan (1996). Toward a Theory of the Ethics of Bureaucratic Organizations. Business Ethics Quarterly 6 (4):419-440.score: 42.0
    This essay articulates a crucial and neglected element of a general theory of the ethics of bureaucratic organizations, both private andpublic. The key to the approach developed here is the thesis that the distinctive ethical principles applicable to bureaucratic organizations are responses to the distinctive agency-risks that arise from the nature of bureaucratic organizations as complex webs of principal/agent relationships. It is argued that the most important and distinctive ethical principles for bureaucratic organizations express commitments (...)
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  27. Chase E. Thiel, Zhanna Bagdasarov, Lauren Harkrider, James F. Johnson & Michael D. Mumford (2012). Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking. [REVIEW] Journal of Business Ethics 107 (1):49-64.score: 42.0
    Organizational leaders face environmental challenges and pressures that put them under ethical risk. Navigating this ethical risk is demanding given the dynamics of contemporary organizations. Traditional models of ethical decision-making (EDM) are an inadequate framework for understanding how leaders respond to ethical dilemmas under conditions of uncertainty and equivocality. Sensemaking models more accurately illustrate leader EDM and account for individual, social, and environmental constraints. Using the sensemaking approach as a foundation, previous EDM models are revised and extended to comprise (...)
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  28. Nanna Mik-Meyer (2006). Identities and Organisations. Evaluating the Personality Traits of Clients in Two Danish Rehabilitation Organizations. Outlines. Critical Practice Studies 8 (1):32-48.score: 42.0
    This article explores how the guidelines for personality assessments in two Danish rehabilitation organizations influence the actual evaluation of clients. The analysis shows how staff members produce institutional identities corresponding to organizational categories, which very often have little or no relevance for the clients evaluated. The goal of the article is to demonstrate how the institutional complex that frames the work of the organizations produces the client types pertaining to that organization. The rehabilitation organizations’ local history, (...)
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  29. Farley S. Nobre, Andrew M. Tobias & David S. Walker (2009). The Impact of Cognitive Machines on Complex Decisions and Organizational Change. AI and Society 24 (4):365-381.score: 42.0
    Humans and organizations have limitations of computational capacity and information management. Such constraints are synonymous with bounded rationality. Therefore, in order to extend the human and organizational boundaries to more advanced models of cognition, this research proposes concepts of cognitive machines in organizations. From a micro point of view, what makes this research distinct is that, beyond people, it includes in the list of participants of the organization the cognitive machines. From a macro point of view, this paper (...)
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  30. Helen Harte & Mariann Jelinek (1999). Reviews: Managing the Unknowable: Strategic Boundaries Between Order and Chaos in Organizations, Ralph D. Stacey; Complexity and Creativity in Organizations, Ralph D. Stacey. [REVIEW] Emergence 1 (2):129-138.score: 40.0
    (1999). Reviews: Managing the Unknowable: Strategic Boundaries Between Order and Chaos in Organizations, Ralph D. Stacey; Complexity and Creativity in Organizations, Ralph D. Stacey. Emergence: Vol. 1, No. 2, pp. 129-138.
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  31. Francis T. Hannafey (2003). Entrepreneurship and Ethics: A Literature Review. [REVIEW] Journal of Business Ethics 46 (2):99 - 110.score: 36.0
    During the past twenty years, there has been an explosion of new interest in entrepreneurs and their activities. Yet only recently has serious research attention been devoted to the ethical problems encountered by entrepreneurs and their organizations. Entrepreneurs face uniquely complex moral problems related to basic fairness, personnel and customer relationships, distribution dilemmas, and other challenges. This essay surveys contemporary research in entrepreneurial ethics, examines the kinds of ethical dilemmas entrepreneurs confront, identifies major research topics and methodological approaches, (...)
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  32. Börje Ekstig (2010). Complexity and Evolution: A Study of the Growth of Complexity in Organic and Cultural Evolution. [REVIEW] Foundations of Science 15 (3):263-278.score: 36.0
    In the present paper I develop a model of the evolutionary process associated to the widespread although controversial notion of a prevailing trend of increasing complexity over time. The model builds on a coupling of evolution to individual developmental programs and introduces an integrated view of evolution implying that human culture and science form a continuous extension of organic evolution. It is formed as a mathematical model that has made possible a quantitative estimation in relative terms of the growth of (...)
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  33. Kor Grit (2004). Corporate Citizenship: How to Strengthen the Social Responsibility of Managers? [REVIEW] Journal of Business Ethics 53 (1-2):97-106.score: 36.0
    Corporate citizenship challenges the foundations and working of the basic institutions market, state and civil society. These institutional changes complicate the work of the manager, because the responsibilities of management are not only increasing, they are also becoming vaguer and more elusive. In this paper, I will analyze the new, complex responsibilities of management in terms of the scope and the legitimizationof corporate citizenship. What may we expect of individual organizations? Which wishes of which stakeholders should be honored? (...)
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  34. Daniel W. McShea (2000). Functional Complexity in Organisms: Parts as Proxies. [REVIEW] Biology and Philosophy 15 (5):641-668.score: 36.0
    The functional complexity, or the number of functions, of organisms hasfigured prominently in certain theoretical and empirical work inevolutionary biology. Large-scale trends in functional complexity andcorrelations between functional complexity and other variables, such assize, have been proposed. However, the notion of number of functions hasalso been operationally intractable, in that no method has been developedfor counting functions in an organism in a systematic and reliable way.Thus, studies have had to rely on the largely unsupported assumption thatnumber of functions can be (...)
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  35. Alvaro Moreno & Kepa Ruiz-Mirazo (2009). The Problem of the Emergence of Functional Diversity in Prebiotic Evolution. Biology and Philosophy 24 (5):585-605.score: 30.0
    Since Darwin it is widely accepted that natural selection (NS) is the most important mechanism to explain how biological organisms—in their amazing variety—evolve and, therefore, also how the complexity of certain natural systems can increase over time, creating ever new functions or functional structures/relationships. Nevertheless, the way in which NS is conceived within Darwinian Theory already requires an open, wide enough, functional domain where selective forces may act. And, as the present paper will try to show, this becomes even more (...)
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  36. Michael R. Lissack (1999). Complexity: The Science, its Vocabulary, and its Relation to Organizations. Emergence 1 (1):110-126.score: 30.0
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  37. Michael R. Lissack & Hugo Letiche (2002). Complexity, Emergence, Resilience, and Coherence: Gaining Perspective on Organizations and Their Study. Emergence 4 (3):72-94.score: 30.0
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  38. David J. Snowden (2000). New Wine in Old Wineskins: From Organic to Complex Knowledge Management Through the Use of Story. Emergence 2 (4):50-64.score: 30.0
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  39. Joël De Rosnay (2011). Symbionomic Evolution: From Complexity and Systems Theory, to Chaos Theory and Coevolution. World Futures 67 (4-5):304 - 315.score: 30.0
    One of the great challenges of the modern world is the control and management of complexity. After the infinitely large and the infinitely small, we once again find ourselves confronting an unfathomable infinite?the infinitely complex. With its capability for simulation, the computer has become a macroscope. It helps us understand complexity and act on it more effectively to build and manage the large systems of which we are the cells?companies, cities, economies, societies, ecosystems. Thanks to this macroscope, a new (...)
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  40. Felix Ortega (2012). Complexity and Communication 3.0. World Futures 68 (4-5):273 - 279.score: 30.0
    There is an increasing interest in the complexity of mainstream communication education, and in the management of today's Global Media Organizations. Real world systems in communication processes cannot be completely designed, controlled, understood, or predicted, even by the sciences of complexity, but they are more effectively understood and explained as complex systems. I explore complexity in this article, analyzing the new paradigm of Agenda-Setting of today's New Media and Communication.
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  41. Robert C. Richardson (1997). Natural and Artificial Complexity. Philosophy of Science 64 (4):267.score: 30.0
    Genetic regulatory networks are complex, involving tens or hundreds of genes and scores of proteins with varying dependencies and organizations. This invites the application of artificial techniques in coming to understand natural complexity. I describe two attempts to deploy artificial models in understanding natural complexity. The first abstracts from empirically established patterns, favoring random architectures and very general constraints, in an attempt to model developmental phenomena. The second incorporates detailed information concerning the genetic structure, organization, and dependencies in (...)
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  42. Eric B. Dent (2003). Reconciling Complexity Theory in Organizations and Christian Spirituality. Emergence 5 (4):124-140.score: 30.0
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  43. Leonid A. Rybakov (2001). Environment and Complexity of Organizations. Emergence 3 (4):83-94.score: 30.0
  44. Kevin Brain, LouiseComerford Boyes & Ivan Reid * (2004). Teachers or Learning Leaders?: Where Have All the Teachers Gone? Gone to Be Leaders, Everyone. Educational Studies 30 (3):251-264.score: 30.0
    This paper traces the dramatic proliferation of leadership roles in English primary and secondar schools, due mainly to central government education policy of the past two decades. This has transformed schools from relatively simple to highly complex organizations and has impacted on the working conditions of, and demands on, teachers, together with many aspects of schooling. These changes are illustrated with typical examples of schools' leadership structures and their functioning. Interview data provide teachers' views on, and reactions to, (...)
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  45. Soo Downe (2010). Beyond Evidence-Based Medicine: Complexity and Stories of Maternity Care. Journal of Evaluation in Clinical Practice 16 (1):232-237.score: 30.0
    Despite the entrenched acceptance of normal science in health care, it appears that authoritative, positivist, linear, risk averse, certainty-based thinking can only get us so far along the route of optimum health. This paper examines labor and childbirth as a paradigm case of a complex adaptive system (CAS) and offers the example of techniques used in a master-level course on normal childbirth to illustrate how maternity care clinicians can be introduced to complexity-based thinking through reflexive analysis of real life (...)
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  46. J. S. Shiner (2000). Order, Complexity and Benefits in Social Organizations and Other Organized Structures. World Futures 55 (4):329-340.score: 30.0
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  47. Joachim P. Sturmberg (2011). Primary Health Care Organizations – Through a Conceptual and a Political Lens. Journal of Evaluation in Clinical Practice 17 (3):525-529.score: 30.0
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  48. Mollie Painter-Morland (2008). Systemic Leadership and the Emergence of Ethical Responsiveness. Journal of Business Ethics 82 (2):509 - 524.score: 28.0
    The author of this paper argues that the responsibility to nurture and encourage a relationally responsive ethical attitude among the members of an organizational system is shared by all who participate in it. In the dynamic environment of a complex adaptive organizational system where it is impossible to anticipate and legislate for every potential circumstantial contingency, creating and sustaining relationships of trust has to be a systemic capacity of the entire organization. Leadership is socially constructed, as the need for (...)
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  49. Georges Chapouthier (2008). Complexity in Living Organisms. Proceedings of the Xxii World Congress of Philosophy 43:17-22.score: 26.0
    The present thesis, compatible with Darwinian theory, endeavours to provide original answers to the question of why the evolution of species leads to beings more complex than those existing before. It is based on the repetition of two main principles alleged to play a role in evolution towards complexity, i.e. "juxtaposition" and "integration". Juxtaposition is the addition of identical entities. Integration is the modification, or specialisation, of these entities, leading to entities on a higher level, which use the previous (...)
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  50. Carol Webb, Fiona Lettice & Mark Lemon (2006). Facilitating Learning and Innovation in Organizations Using Complexity Science Principles. Emergence: Complexity and Organisation 8 (1):30-41.score: 26.0
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