Conditioned emergence: a dissipative structures approach to transformation

MacIntosh, R. and MacLean, D. (1999) Conditioned emergence: a dissipative structures approach to transformation. Strategic Management Journal, 20(4), pp. 297-316. (doi: 10.1002/(SICI)1097-0266(199904)20:4<297::AID-SMJ25>3.0.CO;2-Q)

Abstract

This paper presents a novel framework for the management of organisational transformation, defined here as a relatively rapid transition from one archetype to another. The concept of dissipative structures, from the field of complexity theory, is used to develop and explain a specific sequence of activities which underpin effective transformation. This sequence integrates selected concepts from the literatures on strategic change, organisational learning and business processes; in so doing, it introduces a degree of prescriptiveness which differentiates it from other managerial interpretations of complexity theory. Specifically, it proposes a three-stage process: first, the organisation conditions the outcome of the transformation process by articulating and reconfiguring the rules which underpin its deep structure; second, it takes steps to move from its current equilibrium and, finally, it moves into a period where positive and negative feedback loops become the focus of managerial attention. The paper argues that by managing at the level of deep structure in social systems, organisations can gain some influence over self-organising processes which are typically regarded as unpredictable in the natural sciences. However, the paper further argues that this influence is limited to archetypal features and that detailed forms and behaviours are emergent properties of the system. Two illustrative case-vignettes are presented to give an insight into the practical application of the model before conclusions are reached which speculate on the implications of this approach for strategy research.

• Item Type: Articles
• Additional Information: The definitive version is available at www3.interscience.wiley.com
• Status: Published
• Refereed: Yes
• Glasgow Author(s) Enlighten ID: MacLean, Professor Donald and MacIntosh, Professor Robert
• Authors: MacIntosh, R., and MacLean, D.
• Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
• College/School: College of Social Sciences > Adam Smith Business School > Management
• Journal Name: Strategic Management Journal
• Publisher: Wiley-Blackwell
• ISSN: 0143-2095
• ISSN (Online): 1097-0266
• Published Online: 16 March 1999
• Copyright Holders: Copyright © 1999 Wiley-Blackwell
• First Published: First published in Strategic Management Journal 20(4):297-316
• Publisher Policy: Reproduced in accordance with the copyright policy of the publisher.