Second-Order Intervention: Enhancing Organizational Competence and Performance
Journal
Systems Research and Behavioral Science
ISSN
1092-7026
ISSN-Digital
1099-1743
Type
journal article
Date Issued
2006-07-01
Author(s)
Abstract
While most managerial interventions into organizational and business processes have the character of a direct interference, the interventions of consultants are rather indirect. They are meant to improve the organization and its performance, via a dialogue with the management. To clarify the sprcific role of consultants we shall introduce the concept of second-order intervention, therewith sharpening or, in a certain sense, redefining that role. We shall revert to a case study, which refers to a System Dynamics (SD) modelling and simulation project, to illustrate how a series of second-order interventions has opened new paths towards superior organizational competence and performance. This was an exploratory study, in the tradition of Action Research, not a hypothesis-testing venture.
Language
English
Keywords
second-order intervention
system dynamics
co-operative modelling
modelling and simulation
business model
HSG Classification
contribution to scientific community
Refereed
Yes
Publisher
Wiley-Blackwell
Publisher place
Chichester
Volume
23
Number
4
Start page
529
End page
545
Pages
17
Subject(s)
Division(s)
Eprints ID
31284
File(s)![Thumbnail Image]()
open.access
Name
Second-Order Intervention - Enhancing Organizational Competence and Performance.pdf
Size
221.93 KB
Format
Adobe PDF
Checksum (MD5)
de21686488e9ec1cdac9c28982ce3c96