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dc.contributor.authorStacey, Ralph
dc.date.accessioned2014-03-04T10:28:58Z
dc.date.available2014-03-04T10:28:58Z
dc.date.issued1996-04
dc.identifier.citationStacey , R 1996 , ' Emerging Strategies for a Chaotic Environment ' , Long Range Planning , vol. 29 , no. 2 , pp. 182-189 . https://doi.org/10.1016/0024-6301(96)00006-4
dc.identifier.otherPURE: 546495
dc.identifier.otherPURE UUID: 6c4eb81b-887c-48f2-8127-d941aedc67e2
dc.identifier.otherScopus: 0001675459
dc.identifier.urihttp://hdl.handle.net/2299/12984
dc.description.abstractThe possibility that any member of a system can foresee its future depends upon the dynamical properties of the system. Today's predominant management view is that ‘human agents’ in an organisation can foresee the future outcomes of their actions sufficiently well jointly to intend comprehensive organisational outcomes. This predominant view is based on the metaphor of an organisation as a machine or as an organism adapting to a given environment. The new science of complexity leads us to see organisations as complex adaptive systems. Such systems are creative when they occupy a space at the edge of disintegration, and here their specific futures cannot be foreseen. The price we pay for creativity and free will is an inability to foresee and intend future outcomesen
dc.language.isoeng
dc.relation.ispartofLong Range Planning
dc.titleEmerging Strategies for a Chaotic Environmenten
dc.contributor.institutionHertfordshire Business School
dc.contributor.institutionSocial Sciences, Arts & Humanities Research Institute
dc.contributor.institutionManagement and Strategy Research Unit
dc.contributor.institutionDepartment of Management, Leadership and Organisation
dc.description.statusPeer reviewed
dc.relation.schoolHertfordshire Business School
rioxxterms.versionofrecordhttps://doi.org/10.1016/0024-6301(96)00006-4
rioxxterms.typeJournal Article/Review
herts.preservation.rarelyaccessedtrue
herts.rights.accesstyperestrictedAccess


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