Actions for Creative management of complex systems

Email RIS file
Bookmark
Report an Issue

Creative management of complex systems / Jean-Alain Heraud, Fiona Kerr, Thierry Burger-Helmchen

Author
Héraud, Jean-Alain
Published
London, UK : ISTE Ltd ; Hoboken, NJ : John Wiley & Sons, Inc., 2019.
Physical Description
xii, 175 pages : illustrations ; 25 cm.
Additional Creators
Kerr, Fiona and Burger-Helmchen, Thierry

Availability

Browse Nearby on Shelf
I Want It
I Want It

Finding items...

Series
Contents
Machine generated contents note: ch. 1 Introduction: Why Do We Talk About Complexity in Management? -- 1.1.Examples of complex and/or innovative projects -- 1.2.Complex systems, rationality and knowledge -- 1.2.1.Outlines of complexity and complex systems -- 1.2.2.Information and learning -- 1.2.3.Rationality -- 1.3.Cognition and the theory of the firm -- 1.3.1.Creativity and the evolutionary theory of the firm -- 1.3.2.Creativity and knowledge -- 1.3.3.Creativity and novelty within a system -- 1.4.The entrepreneurial dimension -- 1.4.1.The philosophy of effectuation -- 1.4.2.Evolutionary models -- 1.5.Conclusions -- ch. 2 The Evolution of Complex Systems -- 2.1.Adaptation, learning and flexibility -- 2.2.The nonlinear behavior of "imbalanced" systems -- 2.3.Autonomy and responsibility -- 2.3.1.A sociological approach to the question of "irresponsible" complex systems -- 2.3.2.The role of the leader -- 2.4.Different evolutionary models -- 2.4.1.The large models inspired by the natural sciences -- 2.4.2.Human evolution -- 2.4.3.The evolution of economic organizations -- 2.4.4.Proactive evolution: from adaptation to exaptation -- 2.5.Implications for management -- 2.5.1.Thinking in a nonlinear way -- 2.5.2.Anticipating breakthroughs -- 2.5.3.Managing learning and encouraging agents -- 2.6.Closing remarks -- ch. 3 Steering Complex Adaptive Systems: Managing Weak Signals -- 3.1.Navigating the ocean of signals -- 3.1.1.Understanding the nature of the ocean -- 3.1.2.Observing the ocean -- 3.1.3.Taking a course -- 3.1.4.Navigating in symbiosis -- 3.2.Managing interdependences and dancing with the system -- 3.2.1.The transmission of signals as a creative process: the example of composite materials -- 3.2.2.The nonlinear changes at the source of evolution -- 3.3.Surfing on the wave -- 3.3.1.Preparing the actors means first listening to them -- 3.3.2.Choosing the right methods to design a strategy -- 3.3.3.Choosing a good steerer -- 3.4.Conclusion -- ch. 4 Entrepreneurship, Market Creation and Imagination -- 4.1.Some current stakes of entrepreneurship -- 4.2.The entrepreneur in the history of economic thought -- 4.2.1.The entrepreneur, harbinger of decentralized creativity -- 4.2.2.The entrepreneur according to Jean-Baptiste Say: the assembler of factors -- 4.2.3.The Austrian approach: a form of serendipity within the economic process -- 4.2.4.The Schumpeterian approach: from serendipity to creativity -- 4.2.5.The entrepreneur as a decision-maker in uncertain situations -- 4.2.6.Towards a taxonomy of the entrepreneurial function -- 4.3.Motivations, responsibility and identity of the entrepreneur -- 4.3.1.The entrepreneur's responsibility -- 4.3.2.The entrepreneur's identity -- 4.3.3.Conclusion on the entrepreneur's motivations -- 4.4.Entrepreneurship and complexity: the role of the imagination -- ch. 5 Managerial Approaches and Theories of the Firm -- 5.1.Complexity and management: the first steps -- 5.2.Manager's role versus complex systems -- 5.3.Marketing and complex systems -- 5.3.1.Hypotheses and theories of complex systems -- 5.3.2.Four types of complex systems -- 5.3.3.Honda and the global automobile market -- 5.3.4.Implications for the marketing manager -- 5.4.Complex systems and human resource management -- 5.4.1.RBV and complex sys terns -- 5.4.2.Strategic human resource management -- 5.5.Conclusion: managers' creative responses.
Subject(s)
ISBN
9781848219571 hardback
1848219571 hardback
Bibliography Note
Includes bibliographical references and index.
View MARC record | catkey: 26480928