Abstract
This chapter offers practical guidance to Process Organizational Studies (PROS) scholars and researchers who wish to use complexity theory to build conceptual and causal models of organizational processes. We address four questions: How can complexity theory add value to PROS? What markers signal to a PROS researcher that he or she should substitute complexity theory for the general linear model? What critical systemic features should the researcher specify as a prelude to constructing a model of a complex system? We conclude that the connection between PROS and complexity theory is ineluctable, since conducting a process organizational study automatically plunges the researcher into an evolving complex system.
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