Please use this identifier to cite or link to this item: https://hdl.handle.net/10321/2458
DC FieldValueLanguage
dc.contributor.authorMason, Roger Bruceen_US
dc.date.accessioned2017-06-01T12:32:40Z-
dc.date.available2017-06-01T12:32:40Z-
dc.date.issued2007-
dc.identifier.citationMason, R.B. 2007. The external environment’s effect on management and strategy : A complexity theory approach. Management Decision. 45(1): 10-28.en_US
dc.identifier.issn0025-1747-
dc.identifier.urihttp://hdl.handle.net/10321/2458-
dc.description.abstractPurpose – This paper seeks to investigate the influence of the external environment on the choice of strategic management activities, from a chaos and complexity perspective, since a business environment is a complex adaptive system. Design/methodology/approach – The study in this paper was of an exploratory nature, using the qualitative techniques of case study, depth interviews and document analysis to collect data from two companies each in the IT and packaging industries, namely, more successful/less successful companies. Findings – The paper finds that first, it was proposed that more successful companies in turbulent environments would use radical, fast and disruptive strategies. Furthermore, strategy making should be a democratic, bottom-up process and should be organic, self-organising, adaptive and emergent. The results confirmed these propositions. Second, it was proposed that more successful companies in stable environments would use more traditional management and strategies and more formal strategy planning activities. The findings did not confirm this proposition, probably due to the fact that in reality a truly stable environment does not exist in South Africa. Originality/value – This paper is of benefit to managers and strategists by emphasising a new way to consider the future management and strategies of their companies. Since businesses and markets are complex adaptive systems, using complexity theory to increase understanding of how to cope in complex and turbulent environments is necessary, but has not been widely researched.en_US
dc.description.urihttps://www.emerald.com/insight/content/doi/10.1108/00251740710718935/full/html-
dc.format.extent20 pen_US
dc.language.isoenen_US
dc.publisherEmerald Group Publishingen_US
dc.relation.ispartofManagement decisionen_US
dc.subjectStrategic managementen_US
dc.subjectComplexity theoryen_US
dc.subjectChaos theoryen_US
dc.subjectSouth Africaen_US
dc.titleThe external environment’s effect on management and strategy : a complexity theory approachen_US
dc.typeArticleen_US
dc.dut-rims.pubnumDUT-000049en_US
dc.identifier.doihttps://doi.org/10.1108/00251740710718935-
item.grantfulltextopen-
item.cerifentitytypePublications-
item.fulltextWith Fulltext-
item.openairecristypehttp://purl.org/coar/resource_type/c_18cf-
item.languageiso639-1en-
item.openairetypeArticle-
Appears in Collections:Research Publications (Management Sciences)
Files in This Item:
File Description SizeFormat
Mason_MD_Vol45#1_Pg10-28_2007.pdf186.75 kBAdobe PDFThumbnail
View/Open
Show simple item record

Page view(s) 50

909
checked on Dec 13, 2024

Download(s) 20

2,725
checked on Dec 13, 2024

Google ScholarTM

Check

Altmetric

Altmetric


Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.