Human Systems Management - Volume 32, issue 1

Authors: Liang, Thow Yick

Article Type: Editorial

DOI: 10.3233/HSM-130780

Citation: Human Systems Management, vol. 32, no. 1, pp. 1-2, 2013

Authors: Liang, Thow Yick

Article Type: Research Article

Abstract: In this paper, the edge of chaos is re-examined, and shifted to the third critical value. The second critical value is re-defined as the edge of emergence. This shift allows the macro-dynamic of emergence to be better comprehended. Upon crossing the edge of order (first critical value), first degree self-organization or self-transcending constructions occurs leading to intra-system emergence. Similarly, after crossing the new edge of emergence, second degree self-organization or self-transcending constructions occurs leading to inter-system emergence. In all biological systems, a complexity-intelligence linkage exists intrinsically, and this is even more so in human organizations. As human agents' self-stability …and self-centricity possesses a mental dimension due to their intense intelligence and consciousness; complexity is in the mind of the beholder. Complexity in the human world can be relativistic. Thus, a human agent or human organization may perceive certain spaces of complexity as spaces of relativistic order – leading to the emergent of relativistic complexity. In this analysis, the relativistic complexity dynamic (encompassing order, relativistic order, and complexity) and its association with the intelligence leadership strategy will also be analyzed. Show more

Keywords: Newtonian mindset, complexity mindset, intelligence mindset, intelligence paradigm, emergence, reductionist hypothesis, constructionist hypothesis, relativistic complexity, autopoiesis, self-organization, self-transcending constructions, stability-centric, self-centric, self-powered human agents, intrinsic individual leadership, deliberate-emergent auto-switch, edge of order, edge of emergence, edge of chaos, ‘intelligent person’, space of relativistic order, relativistic static equilibrium, intelligent organization theory

DOI: 10.3233/HSM-130781

Citation: Human Systems Management, vol. 32, no. 1, pp. 3-15, 2013

Authors: Mckelvey, Bill | Li, Meng | Xu, Haoyue | Vidgen, Richard

Article Type: Research Article

Abstract: A review of some of the 35 + studies applying Kauffman's NK model to an administrative context unquestioningly presume that groupthink predominates—a misrepresentation of reality in many firms. Groupthink results from strong ties (contacts); novelty and entrepreneurship results from weak ties. The biological basis of the NK model leads to groupthink. But employees don't usually behave like genes. Recent findings in the strong-tie/weak-tie literature are presented, leading up to the notion of a tipping point. But, how many weak-ties does a firm need before its overall behavior tips from groupthink to innovation? The NK model is changed in just one …way so that it produces results showing the transition from strong- to weak-tie situations. The one change introduces F, the number of contacts per year; it varies from once a week to once a year. How “weak” do ties have to become before novelty effects result? Our results clearly show that the “F” variable negates the standard NK effect of emergent “complexity catastrophe,” which is a dramatic loss of overall fitness. And, yes, there is a tipping point. Show more

DOI: 10.3233/HSM-130782

Citation: Human Systems Management, vol. 32, no. 1, pp. 17-42, 2013

Authors: Ng, F.S. David

Article Type: Research Article

Abstract: This case study examines leadership learning in a principalship development programme. The assessment of learning in the form of objective and subjective knowledge is done through the lens of complexity theory and Popper's three worlds. The study involved participants in a principalship development programme called the Leaders in Education Programme (LEP). The LEP is designed and implemented by the National Institute of Education Singapore with partnership from the Ministry of Education Singapore. Since its inception in 2001, the LEP has developed more than 300 school leaders in Singapore schools. Through the analyses linking the concepts of complexity theory and Popper's …three worlds, we gained valuable insights into how participants developed practical knowledge in leadership and management. The outcome of the analyses has implications for leadership programme design and for leadership development in countries with similar challenges to prepare a new type of school leaders for the 21st century. Show more

Keywords: School leaders' development, complexity theory, curriculum design for developing leadership

DOI: 10.3233/HSM-130783

Citation: Human Systems Management, vol. 32, no. 1, pp. 43-55, 2013

Authors: Ng, Desmond

Article Type: Research Article

Abstract: A most elemental concern of entrepreneurship pertains to how they make judgments under uncertainty. Empirical evidence has found that most new ventures result in failure, yet entrepreneurs tend to form judgments about their venture's success in highly optimistic terms. As entrepreneurs operate in a context of ambiguity, the concepts of “ambiguity” and “ambiguity aversion” from the decision sciences are drawn upon to develop a theoretical model of entrepreneurial overconfidence. In this proposed theoretical model, the entrepreneur operates under uncertain settings characterized by complexity. Complexity is argued to yield a distinct overconfidence bias in an entrepreneur's judgments of future events. This …study concludes with its contributions and implications to entrepreneurial research. Show more

Keywords: Entrepreneurial decision making, ambiguity aversion, overconfidence

DOI: 10.3233/HSM-130784

Citation: Human Systems Management, vol. 32, no. 1, pp. 57-66, 2013

Authors: O'Shea, Michelle | Alonso, Abel Duarte | Morton, Harry

Article Type: Research Article

Abstract: Different developments, including economic crises or costs of compliance have significantly changed the way organisations operate, and impacted their ability to thrive and achieve long-term success. In this complex scenario, professional sport organisations are also exposed to every-day pressures and demands. Using the case of one professional Australian Rugby Union organisation, the present study examines the complexity posed by contemporary changes, including competition and technology, and the way these developments have impacted this sport. Moreover, the study investigates the how and why of organisational change in complex times. Interviews were conducted among Rugby administrators, who hold managerial and marketing roles. …The findings emphasise a state of change being implemented within the studied Rugby organisation. Further, differences are noticed between how change is conceptualised and enacted by administrators. The study discusses the implications of the findings for the sport organisation and for professional Rugby in Australia. Show more

Keywords: Complexity theory, change, professional sport organisations, Rugby Union, administrators

DOI: 10.3233/HSM-130785

Citation: Human Systems Management, vol. 32, no. 1, pp. 67-78, 2013