Turnaround Interventions in Complex Systems: The Influence of Interdependency Pattern on the Success of Turnarounds
Journal
Strategic Management Society Conference
Type
conference paper
Date Issued
2018-09-25
Author(s)
Abstract
This article explores how existing interdependencies between activities of complex systems influence the effect of turnaround interventions on performance. I argue that the relative distribution of interdependency patterns will determine, how likely the intervention through turnaround actions will have the intended positive effect on performance and propose that the degree of modularity, concentration and openness among complex systems build a pre-defined frame of the system towards turnaround interventions with the intention to change the organization to the better. Further, based on Ashby’s law, I propose that interventions into complex systems are more likely to be successful, if they absorb complexity of the system by mirroring the interdependency pattern of the activities the organization is engaged in.
Language
English
HSG Classification
contribution to scientific community
Publisher
Strategic Management Society
Publisher place
Paris
Event Title
Strategic Management Society Conference
Event Location
Paris
Event Date
22th-25th of September 2018
Subject(s)
Division(s)
Eprints ID
255560