Complex Adaptive Socio-Technical Systems The Role of Socio-Technical Networks in New Product Development

Will energy consumption decrease when producers implement some innovative activities in industrial production? As a special but important innovation, how development of new products impacts energy consumption is a valuable issue. This study proposes a model to analyze the relationship of energy consumption and development of new products and finds that development of new products and production probably increases total energy consumption and energy intensity by output simultaneously since the productivity of producing new products may be lower than those existing goods with mature processes in industrial production. Producers develop new products with cleaner technology by saving energy or/and with higher initial productivity is possible to decrease energy consumption. After theoretical analysis, this study empirically tests the correlation between development of new products and energy consumption by using 2016–2019 data of Chinese industry and reveals that development of new products and production increased total energy consumption and energy intensity by output in industrial production, but decreased the usage and intensity of a special final energy product as gasoline. These findings indicate that the Chinese industrial sector developed new products with cleaner technology by only saving gasoline. The effect of total energy saving by implementing innovative activities with new product development in industrial production was very limited in China. Chinese industry consumes huge amounts of energy and spends a lot of money on development of new products; policy makers with the vision of innovative and green development need to balance development of new products and energy consumption.

Early research on new product development (NPD) has produced descriptive frameworks and models that view the process as a linear system with sequential and discrete stages. More recently, recursive and chaotic frameworks of NPD have been developed, both of which acknowledge that NPD progresses through a series of stages, but with overlaps, feedback loops, and resulting behaviors that resist reductionism and linear analysis. This article extends the linear, recursive, and chaotic frameworks by viewing NPD as a complex adaptive system (CAS) governed by three levels of decision making—in‐stage, review, and strategic—and the accompanying decision rules. The research develops and presents propositions that predict how the configuration and organization of NPD decision‐making agents will influence the potential for three mutually dependent CAS phenomena: nonlinearity, self‐organization, and emergence. Together these phenomena underpin the potential for NPD process adaptability and congruence. To support and to verify the propositions, this study uses comparative case studies, which show that NPD process adaptability occurs and that it is dependent on the number and variety of agents, their corresponding connections and interactions, and the ordering or disordering effect of the decision levels and rules. Thus, the CAS framework developed within this article maintains a fit among descriptive stance, system behavior, and innovation type, as it considers individual NPD processes to be capable of switching or toggling between different behaviors—linear to chaotic—to produce corresponding innovation outputs that range from incremental to radical in accord with market expectations.

PurposeThe purpose of this paper is to assess the success factors in a large organization that contributed to the success of organizational transformation (OT) through business diversification using a complex adaptive systems (CAS) framework. This assessment is done to determine how well the CAS framework can explain the success factors that contribute to the success of large-scale organizational change in complex organizations. If the CAS framework is capable of explaining the organizational factors that lead to the success of change implementation, the managers can employ this framework to increase the likelihood of success while implementing change.Design/methodology/approachThis study uses qualitative research methodology. The data were collected from the case study organization (CSO) through 40 in-depth semi-structured interviews and analyzed using thematic deductive analysis approach.FindingsThe CAS framework explains the success factors that contribute to the success of OT through business diversification.Practical implicationsThis paper provides a comprehensive guide for change implementation by combining the insights from the CAS framework with identified success factors (for change implementation) from the case organization.Originality/valueThe originality of this paper lies in extending the principles of existing change models, for successful change implementation by using the CAS framework. The prescribed change models and the CAS framework/complexity theory are two distinct sets of literature; this paper successfully merges the two to develop a comprehensive set of guidelines for change implementation. By doing so, this paper highlights the fact that alternative, non-linear, change approaches, instead of conventional multistep change models, can be effective in implementing large-scale organizational change successfully given the complexities of current organizational environments.

New product development (NPD) is essential for business success and growth. High- to medium-technology manufacturing sectors have introduced standard models. The adaptation of these systematic NPD procedures supported by appropriate decision support tools has provided significant benefits in production cost, product quality and supply chain availability. However, the challenges involved in NPD of food are rapidly increasing due to consumer demand for organic and healthy diets, in particular, more nutritious low-calorie food, and preference for customised and personalised food products. This has resulted in a proliferation of new varieties, types and shapes of food products that are constantly introduced. Most of these new products are developed based on company-specific ad hoc NPD procedures, within small to medium enterprises that form the biggest proportion of food producers in most developed countries. This highlights a need for further research into novel NPD methods and tools in the food sector. This communication provides an overview of the NPD processes, analyses their strengths and shortcomings and outlines critical missing capabilities for food manufacturers in specific.

PurposeThe aim is to investigate the state of complex adaptive system (CAS) theory in the organizational theory literature and to provide a map for future studies of CAS theory.Design/methodology/approachAbstracts were searched via electronic database and a range of recently published (1996‐2004) books and articles were identified that contained a relatively concise description of CAS. Content analysis is used to deconstruct the CAS descriptions into “component concepts.” Those concepts are analyzed from multiple viewpoints.FindingsThere is no single, shared, sense of CAS theory. Differing understandings of CAS theory are identified based on “expert version” and “most popularly identified concepts.” Also, differences and similarities are identified between an “academic” version of CAS and a version developed by those who are influenced by both academic learning and practical experience.Research limitations/implicationsStudy is limited to concise definitions of CAS, so could be improved by including more lengthy conversations. Additionally, study is limited to organizational theory, so may be less applicable in other disciplines.Practical implicationsWhen working within a CAS framework, academics should specify their CAS perspective to improve clarity of their work. When using a CAS framework to study organizations, researchers should include a comprehensive suite of concepts. Though not described in depth, no effective application of CAS for organizational change were found.Originality/valueFor those who study CAS theory and theory of theory, this paper provides an important benchmark by identifying a bifurcation in the evolution of CAS theory.

Ubiquitous computing (Ubicomp) researchers have been struggling to realize global ubiquitous computing environment (GUCE). Although Ubicomp systems are studied broadly, there are only a few attempts to study Ubicomp systems based on GUCE especially from theories and high-level abstractions models. To bridge the research gap and provide an appropriate theory and model to underlie Ubicomp systems research, this paper describes the Ubicomp systems from socio-technical systems theory and complex adaptive systems theory perspective. This study gives a set of properties for Ubicomp systems as complex adaptive socio-technical systems which is subsequently used to compare three modeling approaches for Ubicomp systems modeling. Three modeling approaches are system dynamics modeling, discrete-even modeling and agent-based modeling respectively. This explorative and comparative study conclude that understanding Ubicomp systems through the complex adaptive socio-technical system theory and modeling Ubicomp systems through agent-based modeling methodology offer insight into the current complexity of Ubicomp systems.KeywordsUbiquitous Computing SystemsComplex Adaptive SystemSocio-Technical SystemsSystem Dynamics ModelingDiscrete-Even ModelingAgent-based Modeling

Taking S Company new product research and development project management as the background,this paper analyzed the problems existing in the process of project management and discussed the approach to improve the way of a new product development project management system.It built the strategic planning to a new product research and development project and its corresponding organization structure model.Finally,it studied resource management and knowledge management in a new product research and development multi-project.

Studies of practices in new product and service development have focused predominantly on for‐profit organizations, whereas attention to the nonprofit sector has been minimal. Such attention is needed given that nonprofit organizations are unique in their structures and are growing with regards to impact on the world economy and society in general. Moreover, such disparate attention suggests a void in this discipline's understanding of new product development (NPD) practices of nonprofit organizations. Two particular research questions are posed: (1) To what extent are the practices of for‐profit organizations employed in nonprofit organizations? (2) How do the practices of nonprofits compare to those of for‐profit organizations? In the course of answering these questions, the present study reviewed literature and the Product Development and Management Association (PDMA) certification work. The study subsequently identified six dimensions of successful NPD efforts: strategy, portfolio management, process, market research, people, and metrics and performance measurement. These dimensions were applied via an in‐depth case‐study methodology to six large, U.S. nonprofit organizations: American Association of Retired Persons (AARP), American Cancer Society, American Heart Association, American Red Cross, Boys and Girls Club of America, and Goodwill Industries. The dimensions assisted in categorizing and analyzing the responses of 40 respondents across the six organizations. Results show that some NPD practices of large nonprofit organizations are similar to for‐profit organizations, but other practices are more distinctive and related to the nature of nonprofit organizations. Large nonprofit organizations tend to be very good at articulating their mission, embedding it throughout, and using it to drive programs and activities. These organizations tend to view product development as a tactical endeavor versus a strategic one and do not engage in portfolio management practices for their new programs. Instead, broad criteria such as fit with mission, funding availability, and presence of a champion are used for evaluating programs. The NPD process tends to be informal with little structure, and individual departments and local chapters tend to undertake their own NPD initiatives and have their own process for doing so. Nonprofits place a heavy emphasis on ideation and less emphasis on other activities such as concept development and testing, project evaluation, and business analysis. Pilot testing is the most used type of market research. These results suggest that NPD processes within large nonprofit organizations share some of the same weaknesses as those of for‐profit organizations, with NPD metrics being a particularly weak area. The NPD practices of nonprofits also have some unique characteristics that include the following: a heavy emphasis on the mission, a desire for flexibility, strong influence of external sponsors, and difficulty in assessing long‐term program success. Management of nonprofit NPD and directions for future research are discussed.

PurposeA slew of conventional change models and theories appear in the extant change literature. Despite being theoretically sound, these a priori structured approaches to organizational change management have questionable application given the rapidly changing business environments. Novel approaches, offering greater flexibility to fast changing external conditions, may offer superior models to organizational change and organizational transformation (OT) in particular. In this paper, the application of a complex adaptive system (CAS) framework, from complexity theory (CT), for managing OT is assessed theoretically.Design/methodology/approachA conceptual paper.FindingsA review of the extant change literature suggests that current approaches and models for organizational change are limited in their ability to reflect OT responses to today's highly dynamic external environments. New models are required to inform and guide organizations. A new model, i.e. CAS framework, is deemed suitable to guide the OT implementation.Originality/valueThis paper critically analyses different approaches to change management, consolidates CAS framework, reviews its applications in the field of management and presents a case for CAS's application for the management of OT.

Complex adaptive systems-based framework for modeling the health impacts of climate change

Purpose– The purpose of this study is to evaluate whether the global policy on sustainability, United Nations Global Compact (UNGC), is in alignment with the complexity of the sustainability landscape utilizing complex adaptive system (CAS) theory and theory of change.Design/methodology/approach– An original Complex Adaptive Policy System (CAPS) framework is used as a qualitative instrument with a constant comparison of 11 CAS themes in analyzing 117 UNGC speeches listed on the Global Compact Web site.Findings– Although this study is intended as a preliminary study, the findings raise important questions regarding the long-term impact of the Global Compact as a global policy on sustainability.Research limitations/implications– The limitations of the study include the preliminary study design and limited source of information. Future research should include a comprehensive evaluation of the UNGC to yield specific recommendations for aligning policy with the landscape.Originality/value– The study offers an original systems framework to evaluate public and private organizational polices on sustainability.

Purpose – The purpose of this paper is to present a systematic review and analysis of existing research articles on new product development (NPD) published in the 12-year period starting from 1998 to 2009. Design/methodology/approach – To explore the articles related to NPD, four key words namely new product, product design, product development and product innovation were used in combination of title or abstract or keyword of the articles through several knowledge databases. The abstracts of journal papers were read and a decision as to whether article belongs to any NPD research issue or not was made. In total, 1,127 research articles were categorized systematically and then analyzed on various principal NPD information groups. Findings – Analysis of selected articles led to a certain level of dispersion in the publication of NPD research in different journals. It is found that more attention needs to be on knowledge and creativity management, communication and information transfer in any NPD process. Originality/value – By observing extended literature from authors reviewing articles from various journals, growth in research, and variety of topics covered in NPD, a broad systematic multi journal review of NPD literature is clearly overdue. The authors have developed a comprehensive listing of publications on NPD where they have classified the surveyed papers according to various principal NPD information groups like: published year, NPD research stream, type of organization studied (industrial/consumer/service), level of innovation (high/moderate/low), NPD focus on frameworks, performance perspective (success, failure or both), NPD research design (conceptual/empirical and qualitative/quantitative) and NPD relevant best practice element. Based on the classification scheme, the issues were analyzed from the system's perspective and their implications to NPD research.

This paper considers the application of an upper bounding technique to a maximization formulation of new product development (NPD) problems. NPD procedures are increasingly being used by many high-technology firms to rapidly develop multiple new products lines using a small but flexible workforce and infrastructure. Mathematically speaking, these problems are quite difficult and may be described as the allocation of heterogeneous resources to heterogeneous but perhaps interdependent activities. Typically, each resource may distribute its capacity among many activities, each resource is capable of processing more than one type of task to varying degrees of success, and activities may be processed by more than one resource either sequentially or simultaneously. NPDs may include precedence constraints, where sequencing, quite often in the form of simultaneity, for the beginning and ending of activities is carefully controlled while processing times and quality of services for resources are not independent. Network models for these problems are very difficult to pose since, unlike PERT, there are multiple projects, all interlinked with precedence. Consequently, a multi-dimensional assignment problem (MAP) formulation is proposed. Unfortunately, MAP data structures exhibit horrendous complexity for branch and bound when using continuous relaxations due to the very poor bound quality and cannot be solved for problems of even fairly small size. In this paper an upper bound problem is developed by exploiting a feature of the cost coefficients. This upper bound on the maximization formulation of the MAP with axial constraints preserves much of the structure of the original problem.

Purpose – The aim of this paper is to investigate, in detail, an unsuccessful food development project that took place in 2008-2010. The case is studied from the viewpoint of an interpretive paradigm. This article concentrates on constructing the critical elements that led to a food development project failure. The plan was to have a traditional Finnish dish updated and introduced as a mass produced high-end convenience food. The project included new convenience food development, packaging design, consumer market research and a sensory study to back up the food product development on behalf of a newly established company. Theoretical grounds for the case are based on the new product development (NPD) research process in the food sector. Design/methodology/approach – The method applied is an explorative single within-case study. The research data were mainly obtained from qualitative materials that ranged from marketing plans to case study field notes compiled by the researchers. Quantitative data were also obtained from various types of materials but to a lesser extent. Findings – The results of the study show that the failure of new product development was connected to the factors identified in classic NPD research. In addition, five phenomena that contributed to product development failure were constructed: path-dependency; “information condensations”; the illusion of mutual knowledge and understanding; practices of problem definition; and window-of-opportunity effects. The results are presented in a form of analytical generalisation that can be applied, with certain restrictions, to other contexts for new food product development. Originality/value – Failure rates of NPD have remained the same for the last 30 years in the food sector. Failed NPD projects can be valuable assets for the food industry when properly analysed. Examination of successful NPD projects has provided valuable lists of success factors, but knowledge on phenomena having an effect on NPD failure is needed.

Studies on the application of complex adaptive systems (CAS) framework to describe variations in free healthcare policies during implementation are limited. This study uses a CAS framework to explore interactions among actors and to explain how specific characteristics of CAS framework change in institutional designs of a Free Maternal and Child Healthcare Program (FMCHP) in Nigeria. A qualitative, case study approach was used to collect data on variations in features of FMCHP from policymakers (n = 16) and providers (n = 16) selected by purposeful sampling from the Ministry of Health and two health districts in Enugu State based on their posts in FMCHP, using semi-structured interview. Additional qualitative data were collected through document review. Main actors, their roles, incentives, and power were identified. Data were analyzed using thematic analysis guided by a CAS framework. Six core features of FMCHP changed during implementation, namely, revenue collection, the role of Ministry of Health, the role of the state teaching hospital, introduction of evidence of tax payment, provider payment process, and establishment of a Financial Monitoring Committee. Formal rules alone did not guarantee consistency and stability of policies. Power imbalances, coordination, and cooperation among actors affected fidelity of policy implementation. The CAS phenomena associated with these changes include path dependence, feedback, lever points, emergent behaviors, and phase transition. Managing changes in free healthcare policies requires recognizing the power shifts, nonlinearity of outcomes, unpredictable consequences and feedbacks, and addressing the context, adaptive behavior, and network of actors.