Complex adaptive systems as metaphors for organizational management

Abstract

PurposeThe purpose of this paper is to explore the concept of complex adaptive systems (CAS) from the perspective of managing organizations, to describe and explore the management principles in a case study of an organization with unconventional ways of management and to present a tentative model for managing organizations as CAS – system management. There is a need for the development of knowledge, metaphors and language for management of the new forms of organizing, for example, value networks, which are evolving as a response to the increased demand for efficiency, flexibility and innovation.Design/methodology/approachThe frame of reference is based on a literature review of the area of CAS and an inductive and interactive approach is used to identify the management principles in the case study.FindingsA classification of the components of a CAS is suggested and described as properties of, and approaches for, managing CAS. The identified management principles in the case study are: a clearly formulated mission, delegation of responsibility and authority, diversity and competition, and follow‐up and feedback. As a result of analyzing the frame of reference and the case study, a tentative, conceptual model for managing organizations as CAS – system management – is presented including; metaphor, components and approaches.Originality/valueThe case study contributes to the empirical body of knowledge of organizing and management. The tentative model is a contribution to the ongoing discussion about managing organizations as CAS.