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Article
Publication date: 1 March 2002

B. H. Rudall

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Kybernetes, vol. 31 no. 2
Type: Research Article
ISSN: 0368-492X

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Article
Publication date: 11 January 2011

Eve Mitleton‐Kelly

The purpose of this paper is to demonstrate that organisational sustainability is not a continuation of the status quo but, seen from a complexity theory perspective, is a…

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Abstract

Purpose

The purpose of this paper is to demonstrate that organisational sustainability is not a continuation of the status quo but, seen from a complexity theory perspective, is a continuous dynamic process of co‐evolution with a changing environment. It is underpinned by learning, and it creates new structures and ways of working to adjust and to continue adjusting to a changing set of conditions.

Design/methodology/approach

This longitudinal study concerns two London‐based NHS hospitals: a teaching hospital and a District General Hospital. The analysis is based on several sets of semi‐structured interviews, group interviews and workshops, conducted in June and July 2005 and again in October 2006 and finally in January 2007. The argument used to analyse narrative data is underpinned by complexity theory and based on two hypotheses and two assumptions defined in the paper.

Findings

Both hospitals faced a significant deficit and in addressing it they had to change fundamentally ways of working and relationships, to become capable of learning and changing. Empirical data reveal two different styles of leadership, creating totally different “enabling environments” and illustrate some essential elements of sustainability. Leadership and the creation of an enabling environment are necessary but not sufficient, if the changes have not been embedded within the organisational culture, through a different way of working, relating and thinking.

Originality/value

The paper provides theoretical insights in practice through case study exploration to emphasise that the distinctive characteristic of complex systems is their ability to create new order; that is, not simple adaptation, but in this case a different way of working, thinking and relating. A key insight is that sustainability is a continuous process of co‐evolution. The paper also highlights the critical significance of leadership styles in fostering or inhibiting learning in organizations and the importance of co‐creating enabling environments which facilitate learning. It further demonstrates the value of leaders understanding and working with (not constraining) their organisations as complex social systems.

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The Learning Organization, vol. 18 no. 1
Type: Research Article
ISSN: 0969-6474

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Book part
Publication date: 17 November 2010

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Relational Practices, Participative Organizing
Type: Book
ISBN: 978-0-85724-007-1

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Book part
Publication date: 14 October 2010

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Advanced Series in Management
Type: Book
ISBN: 978-1-84855-833-5

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Book part
Publication date: 6 August 2013

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Social Media in Strategic Management
Type: Book
ISBN: 978-1-78190-898-3

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Book part
Publication date: 14 August 2014

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Human Resource Management, Social Innovation and Technology
Type: Book
ISBN: 978-1-78441-130-5

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Book part
Publication date: 3 October 2012

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Commercial Diplomacy and International Business: A Conceptual and Empirical Exploration
Type: Book
ISBN: 978-1-78052-674-4

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Book part
Publication date: 25 June 2016

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Dead Firms: Causes and Effects of Cross-border Corporate Insolvency
Type: Book
ISBN: 978-1-78635-313-9

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Book part
Publication date: 13 August 2014

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Shared Services as a New Organizational Form
Type: Book
ISBN: 978-1-78350-536-4

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Book part
Publication date: 28 May 2013

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(Dis)Honesty in Management
Type: Book
ISBN: 978-1-78190-602-6

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