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dc.contributor.authorStacey, Ralph
dc.date.accessioned2014-03-04T16:28:58Z
dc.date.available2014-03-04T16:28:58Z
dc.date.issued1995-08
dc.identifier.citationStacey , R 1995 , ' The Science of Complexity : An Alternative Perspective for Strategic Change Processes ' , Strategic Management Journal , vol. 16 , no. 6 , pp. 477-495 . https://doi.org/10.1002/smj.4250160606
dc.identifier.issn0143-2095
dc.identifier.otherPURE: 546480
dc.identifier.otherPURE UUID: dba7b1d8-df8d-41ba-9578-d3a31f64d8d8
dc.identifier.otherScopus: 84972635887
dc.identifier.urihttp://hdl.handle.net/2299/13004
dc.description.abstractThe two perspectives of strategy process most firmly established in the literature—strategic choice and ecology—assume the same about system dynamics: negative feedback processes driving successful systems (individual organizations or populations of organizations) toward predictable equilibrium states of adaptation to the environment. This paper proposes a third perspective, that of complex adaptive systems. The framework is provided by the modern science of complexity: the study of nonlinear and network feedback systems, incorporating theories of chaos, artificial life, self-organization and emergent order. Here system dynamics are characterized by positive and negative feedback as systems coevolve far from equilibrium, in a self-organizing manner, toward unpredictable long-term outcomesen
dc.language.isoeng
dc.relation.ispartofStrategic Management Journal
dc.titleThe Science of Complexity : An Alternative Perspective for Strategic Change Processesen
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
rioxxterms.versionofrecordhttps://doi.org/10.1002/smj.4250160606
rioxxterms.typeJournal Article/Review
herts.preservation.rarelyaccessedtrue


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