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2023 | OriginalPaper | Buchkapitel

11. Tools Executives Use to Deal with Uncertainty and Complexity

verfasst von : Johannes Strikwerda

Erschienen in: Organized Complexity in Business

Verlag: Springer International Publishing

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Abstract

At least 19 administrative instruments or tools used by executives can be identified, some existing for quite some time, some more recent, that are used by executives in different combinations and weights to master complexity and the accompanying uncertainty. Except for multidimensional information and the platform concept to support workers, none of these is really new, but well proven. In the conventional trade books these tools often are presented separately, as success factors in themselves, from the perspective of organized complexity these 16 tools constitute a coherent body of administrative and organization tools for the contemporary economy. Now these tools, which often were promoted separately in focused trade books, can be understood and applied in their interrelatedness, offering a more effective administration of organizations. These 19 tools also offer a proven toolbox to deal with uncertainties and risks in business, these are offensive tools as opposed to the defensive tools of risk management. One of the tools, fast feedback information, today emphasized by cheap sensors, and fast and cheap communications, and especially because of its use in AI and machine learning, turns out to be of limited value to deal with complexity, if not creating risks. Different types of feedback loops are identified, performance feedback, extrinsic feedback, autonomous feedback (from, e.g., social media), cognitive feedback, intellectual feedback, emotional feedback. Especially the types of social feedback loops very much complicate the free interaction between workers, to an extent that the social dominates the material hampering innovation. Through the social domain with its autonomous feedback, feedback also turns into a resource for the firm.

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Fußnoten
1
Drucker (1973), Mourkogiannis (2006), Cha and Edmondson (2006).
 
2
Clausewitz (1833).
 
3
Collins and Porras (1994, p. 59).
 
4
Cha and Edmondson (2006).
 
5
Rollinson and Broadfield (2002).
 
6
Maccoby (2000), Maccoby (2007).
 
7
Langeler (1992).
 
8
Normann (2001, p. 80).
 
9
Stephenson (1992).
 
10
Churchman (1967), Martin (2007), Senge (1990).
 
11
Kaplan and Norton (2004).
 
12
Osterwalder (2004).
 
13
van der Heijden (1996), Ringland (1998).
 
14
Schoemaker and Tetlock (2012), Ringland (1998), van der Heijden (1996).
 
15
E.g. OECD: On Future Global Shocks (2011).
 
16
de Geus (1997).
 
17
Kaplan and Norton (2004, p. 251).
 
18
Kaplan and Norton (2008).
 
19
Kaplan and Norton (2008, p. 187).
 
20
Burns and Stalker (1963).
 
21
Simon (1962), Simon (1973).
 
22
Tainter (1988).
 
23
Zuboff and Maxmin (2002, p. 292).
 
24
Prahalad and Bettis (1996), Bettis and Prahalad (1995).
 
25
Hidalgo (2015).
 
26
Kanter (2009), Manzi (2012).
 
27
March (2006).
 
28
Alberts et al. (1999).
 
29
Simon (1962).
 
30
Stiglitz and Greenwald (2014).
 
31
Dorst (2011).
 
32
Manzi (2012).
 
33
Merchant and Van der Stede (2012).
 
34
Simons (2005).
 
35
Goold and Campbell (1987).
 
36
Wiholm (2006), Nieuwenhuijsen et al. (2010), Kämpf (2015).
 
37
Calori et al. (1994).
 
38
Bock (2015), Poundstone (2012).
 
39
Moldoveanu and Martin (2008).
 
40
Maccoby (2007).
 
41
Clark and Baldwin (2001), Baldwin and Clark (2004).
 
42
Langlois (2001).
 
43
Langlois (1999).
 
44
Downes and Nunes (2014).
 
45
Simon (1962).
 
46
Ismail et al. (2014).
 
47
Sako (2003).
 
48
Christensen and Raynor (2003).
 
49
Foss and Michailova (2009).
 
50
Lorange and Vancil (1977).
 
51
Merchant and Van der Stede (2012), Anthony and Govindarajan (1995).
 
52
Neilson et al. (2008).
 
53
Chesbrough (2003).
 
54
Grinblatt and Titman (2002), p. 426.
 
55
Smit and Ankum (1993).
 
56
Discovery-driven planning was introduced by McGrath (1999).
 
57
Lindblom (1959), Migone and Howlett (2016).
 
58
Bernstein (1998).
 
59
Terragnolo (2014).
 
60
Ajmone Marsan (2009).
 
61
Ajmone Marsan (2009).
 
62
Ajmone Marsan (2009).
 
63
Bernstein (1996).
 
64
Marti (2007, p. 71), Imai (2000), Strikwerda (2014).
 
65
Zuboff and Maxmin (2002, p. 292).
 
66
Wiener (1961).
 
67
Bishop and Silberstein, p. 147.
 
68
Simons (2000, p. 67).
 
69
Juran (1995, p. 3).
 
70
Christian (2020, p. 48).
 
71
Manzi (2012).
 
72
Capra and Luisi (2014, p. 159).
 
73
March (1991).
 
74
Beniger (1986, p. 378).
 
75
Jensen et al. (2004).
 
76
Boisot (1995, p. 228).
 
77
Storper and Venables (2004).
 
78
Huczynski and Buchanan (2007, pp. 116–117).
 
79
Ashford and Cummings (1983).
 
80
Greenberg (2010, p. 417).
 
81
Boisot (1995, p. 228).
 
82
Khan (2017, p. 3).
 
83
Burns and Stalker (1963).
 
84
Pentland (2014).
 
85
Pentland (2014, p. 37).
 
86
Pentland (2014, p. 41).
 
87
Schein (1988).
 
88
Davis (2017).
 
89
March (2006).
 
90
Beniger, p. 66.
 
91
Beniger, p. 40.
 
92
Simons (1995).
 
93
de Geus.
 
94
Simons (1995, p. 181).
 
95
March (2006).
 
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Metadaten
Titel
Tools Executives Use to Deal with Uncertainty and Complexity
verfasst von
Johannes Strikwerda
Copyright-Jahr
2023
DOI
https://doi.org/10.1007/978-3-031-25237-2_11

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