The external environment’s effect on management and strategy: A complexity theory approach

2.50
Hdl Handle:
http://hdl.handle.net/2436/18716
Title:
The external environment’s effect on management and strategy: A complexity theory approach
Authors:
Mason, Roger B.
Abstract:
Purpose – This paper seeks to investigate the influence of the external environment on the choice of strategic management activities, from a chaos and complexity perspective, since a business environment is a complex adaptive system. Design/methodology/approach – The study in this paper was of an exploratory nature, using the qualitative techniques of case study, depth interviews and document analysis to collect data from two companies each in the IT and packaging industries, namely, more successful/less successful companies. Findings – The paper finds that first, it was proposed that more successful companies in turbulent environments would use radical, fast and disruptive strategies. Furthermore, strategy making should be a democratic, bottom-up process and should be organic, self-organising, adaptive and emergent. The results confirmed these propositions. Second, it was proposed that more successful companies in stable environments would use more traditional management and strategies and more formal strategy planning activities. The findings did not confirm this proposition, probably due to the fact that in reality a truly stable environment does not exist in South Africa. Originality/value – This paper is of benefit to managers and strategists by emphasising a new way to consider the future management and strategies of their companies. Since businesses and markets are complex adaptive systems, using complexity theory to increase understanding of how to cope in complex and turbulent environments is necessary, but has not been widely researched.
Citation:
Management Decision, 45(1): 10-28
Publisher:
Emerald Group Publishing Limited
Issue Date:
2007
URI:
http://hdl.handle.net/2436/18716
DOI:
10.1108/00251740710718935
Additional Links:
http://www.emeraldinsight.com
Type:
Article
Language:
en
Description:
Metadata only
ISSN:
00251747
Appears in Collections:
Management Research Centre

Full metadata record

DC FieldValue Language
dc.contributor.authorMason, Roger B.-
dc.date.accessioned2008-02-20T11:48:42Z-
dc.date.available2008-02-20T11:48:42Z-
dc.date.issued2007-
dc.identifier.citationManagement Decision, 45(1): 10-28en
dc.identifier.issn00251747-
dc.identifier.doi10.1108/00251740710718935-
dc.identifier.urihttp://hdl.handle.net/2436/18716-
dc.descriptionMetadata onlyen
dc.description.abstractPurpose – This paper seeks to investigate the influence of the external environment on the choice of strategic management activities, from a chaos and complexity perspective, since a business environment is a complex adaptive system. Design/methodology/approach – The study in this paper was of an exploratory nature, using the qualitative techniques of case study, depth interviews and document analysis to collect data from two companies each in the IT and packaging industries, namely, more successful/less successful companies. Findings – The paper finds that first, it was proposed that more successful companies in turbulent environments would use radical, fast and disruptive strategies. Furthermore, strategy making should be a democratic, bottom-up process and should be organic, self-organising, adaptive and emergent. The results confirmed these propositions. Second, it was proposed that more successful companies in stable environments would use more traditional management and strategies and more formal strategy planning activities. The findings did not confirm this proposition, probably due to the fact that in reality a truly stable environment does not exist in South Africa. Originality/value – This paper is of benefit to managers and strategists by emphasising a new way to consider the future management and strategies of their companies. Since businesses and markets are complex adaptive systems, using complexity theory to increase understanding of how to cope in complex and turbulent environments is necessary, but has not been widely researched.en
dc.language.isoenen
dc.publisherEmerald Group Publishing Limiteden
dc.relation.urlhttp://www.emeraldinsight.comen
dc.subjectStrategic managementen
dc.subjectComplexity theoryen
dc.subjectChaos theoryen
dc.subjectSouth Africaen
dc.titleThe external environment’s effect on management and strategy: A complexity theory approachen
dc.typeArticleen
All Items in WIRE are protected by copyright, with all rights reserved, unless otherwise indicated.