Conditioned emergence: researching change and changing research.

Robert MacIntosh, Donald MacLean

    Research output: Contribution to journalArticle

    47 Citations (Scopus)

    Abstract

    This paper aims to enable the operations management community to engage with concepts from the field of complexity theory and apply them to the issue of organisational transformation. It begins by reviewing existing work on strategic change, then provides an overview of complexity theory to show how the conditioned emergence model was developed. A brief statement on method follows, which describes our research process in terms of mode 2 knowledge production. An illustrative case study is then presented and is used to highlight aspects of the model and the overlaps and differences between conditioned emergence and other approaches. The paper concludes that organisational transformation can be viewed as an emergent process which can be accessed and influenced through three interacting gateways, i.e. order generating rules, disequilibrium and positive feedback. Finally, an appendix is included which focuses specifically on the issue of the research process. Here, it is argued that calls
    Original languageEnglish
    Pages (from-to)1343-1357
    JournalInternational Journal of Operations and Production Management
    Volume21
    Issue number10
    Publication statusPublished - 2001

    Keywords

    • INDUSTRIAL research, ORGANIZATIONAL change, PRODUCTION management (Manufacturing), INDUSTRIAL management, CASE studies, MANAGEMENT, Case studies, Operations management, Organizational change

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