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Organizations as complex adaptive systems: Implications of Complexity Theory for leadership research
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“The second views sustainability concurrent process alongside implementation, where sustainability is a process to be influenced and adapted to impact initiative longevity [71-73].”
From Navigating the sustainability landscape: a systematic review of sustainability approaches in healthcare (2018) · cites this paper as [71]
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Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era
Uhl‐Bien, M., Marion, R., & McKelvey, B. (2007) · The Leadership Quarterly · doi:10.1016/j.leaqua.2007.04.002 · Cited by 2,667
Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.11.005 · Cited by 1,426
Supply chain resilience: definition, review and theoretical foundations for further study
Tukamuhabwa, B. R., Stevenson, M., Busby, J. S., & Zorzini, M. (2015) · International Journal of Production Research · doi:10.1080/00207543.2015.1037934 · Cited by 1,582
“Adaptation and coevolution (Choi, Dooley, and Rungtusanatham 2001; Schneider and Somers 2006; Pathak et al.2007; Wycisk, McKelvey, and Hülsmann 2008; Day 2014) The CAS agents change so as to cope with changes in other agents and its environment through self-organisation.”
BackgroundMethodInfluentialConsidering the energy, water and food nexus: towards an integrated modelling approach
Bazilian, M., Rogner, H., Howells, M., Hermann, S., Arent, D., Gielen, D., Steduto, P., Mueller, A., Komor, P., Tol, R. S. J., et al. (2011) · Energy Policy · doi:10.1016/j.enpol.2011.09.039 · Cited by 1,306
“29 See e.g., Kostlan (1988), Manson (2001), Mikulecky (2001), Nooteboom (2007), O’Sullivan (2009), Ramos-Martin (2003), Schneider and Somers (2006) and Vasileiadou and Safarzynska (2010).”
BackgroundLeadership for organizational adaptability: A theoretical synthesis and integrative framework
Uhl‐Bien, M., & Arena, M. J. (2018) · The Leadership Quarterly · doi:10.1016/j.leaqua.2017.12.009 · Cited by 1,012
“…Mehra, Smith, Dixon, and Robertson, 2006; White, Currie, and Lockett, 2014, 2016), complexity (Lichtenstein and Plowman, 2009; Plowman et al., 2007; Schneider and Somers, 2006; Uhl-Bien et al., 2007), innovation (Carmeli, Gelbard, and Gefen, 2010; Howell and Boies, 2004; Makri and Scandura, 2010;…”
Dynamic capabilities as (workable) management systems theory
Teece, D. J. (2018) · Journal of Management & Organization · doi:10.1017/jmo.2017.75 · Cited by 774
“This gap has been partially bridged by the growing interest of management scholars in complex systems, which combine elements of chaos theory with a systems theory approach (Schneider & Somers, 2006).”
BackgroundDirection, alignment, commitment: Toward a more integrative ontology of leadership
Drath, W. H., McCauley, C. D., Palus, C. J., Velsor, E. V., O'Connor, P. M. G., & McGuire, J. B. (2008) · The Leadership Quarterly · doi:10.1016/j.leaqua.2008.09.003 · Cited by 616
“Another approach that is pushing the tripod ontology beyond its limits is the application of complexity science to leadership theory (Lichtenstein et al., 2006; Marion & Uhl-Bien, 2001; Schneider & Somers, 2006; Uhl-Bien, Marion, & McKelvey, 2007).”
BackgroundNevo, S., & Wade, M. R. (2010) · MIS Quarterly · doi:10.2307/20721419 · Cited by 531
Complexity leadership in bureaucratic forms of organizing: A meso model
Uhl‐Bien, M., & Marion, R. (2009) · The Leadership Quarterly · doi:10.1016/j.leaqua.2009.04.007 · Cited by 496
“It engages with CAS dynamics to produce emergence (Goldstein, 2007; Lichtenstein & Plowman, 2009-this issue), new ideas, innovation, adaptability, and change within organizations (e.g., Plowman et al., 2007; Plowman et al., 2007; Chiles et al., 2004; Hazy, 2008; Schneider and Somers, 2006).”
BackgroundInfluentialKumar, S., Sahoo, S., Lim, W. M., Kraus, S., & Bamel, U. K. (2022) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2022.121599 · Cited by 511
Lennox, L., Maher, L., & Reed, J. (2018) · Implementation Science · doi:10.1186/s13012-017-0707-4 · Cited by 421
“The second views sustainability concurrent process alongside implementation, where sustainability is a process to be influenced and adapted to impact initiative longevity [71-73].”
BackgroundReputation Management as a Motivation for Sales Structure Decisions
Weiss, A. M., Anderson, E., & MacInnis, D. J. (1999) · Journal of Marketing · doi:10.2307/1251975 · Cited by 404
Fit-for-purpose governance: A framework to make adaptive governance operational
Rijke, J., Brown, R. R., Zevenbergen, C., Ashley, R., Farrelly, M. A., Morison, P., & van Herk, S. (2012) · Environmental Science & Policy · doi:10.1016/j.envsci.2012.06.010 · Cited by 304
Complexity Theory: An Overview with Potential Applications for the Social Sciences
Turner, J. R., & Baker, R. M. (2019) · Systems · doi:10.3390/systems7010004 · Cited by 372
“The basic tenets of complexity theory are non-linear dynamics, chaos theory, and adaptation/evolution [15]; others include emergence, self-organization, feedback, and chaos [21].”
BackgroundPeople analytics—A scoping review of conceptual boundaries and value propositions
Tursunbayeva, A., Di Lauro, S., & Pagliari, C. (2018) · International Journal of Information Management · doi:10.1016/j.ijinfomgt.2018.08.002 · Cited by 263
“Although most organisational theorists and leaders now recognise organisations as complex adaptive socio-technical systems (Schneider & Somers, 2006) interest in using data analytics and visualisation tools to render this complexity into a more comprehensible and actionable forms is growing…”
BackgroundThe complexity of wicked problems in large scale change
Waddock, S. A., Meszoely, G., Waddell, S., & Dentoni, D. (2015) · Journal of Organizational Change Management · doi:10.1108/jocm-08-2014-0146 · Cited by 275
The Challenge and Promise of Complexity Theory for Teacher Education Research
Cochran‐Smith, M., Ell, F. R., Ludlow, L. H., Grudnoff, L., & Aitken, G. (2014) · Teachers College Record The Voice of Scholarship in Education · doi:10.1177/016146811411600407 · Cited by 221
“…collaborations, student teaching supervision, and mentoring relationships have all been regarded as complex systems (e.g., Clarke & Erickson, 2009; Davis, Sumara, & D’Amour, 2012; Nielson, Triggs, Clarke, & Collins, 2010; Opfer & Pedder, 2011; Radford, 2006; Schneider & Somers, 2006; Waks, 2011).”
BackgroundConfiguring transformative governance to enhance resilient urban water systems
Rijke, J., Farrelly, M. A., Brown, R. R., & Zevenbergen, C. (2012) · Environmental Science & Policy · doi:10.1016/j.envsci.2012.09.012 · Cited by 206
Chae, B. K. (2018) · International Journal of Information Management · doi:10.1016/j.ijinfomgt.2018.10.023 · Cited by 196
Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking
Thiel, C. E., Bagdasarov, Z., Harkrider, L. N., Johnson, J. F., & Mumford, M. D. (2012) · Journal of Business Ethics · doi:10.1007/s10551-012-1299-1 · Cited by 203
“Given that contemporary organizations are defined by less structure and are generally more fluid and transitional (Barkema et al. 2002; Schneider and Somers 2006; Uhl-Bien et al. 2007), current leaders may be more prone to unethical behavior because they face ethical dilemmas that are simply more…”
BackgroundMobilizing leadership in cities and regions
Beer, A., & Clower, T. L. (2013) · Regional Studies Regional Science · doi:10.1080/21681376.2013.869428 · Cited by 168
Community, Culture and Sustainability in Multilevel Dynamic Systems Intervention Science
Schensul, J. J. (2009) · American Journal of Community Psychology · doi:10.1007/s10464-009-9228-x · Cited by 188
“Complexity theory frames eco-social systems as consisting of multiple intersecting components and agents in constant interaction and ongoing problem solving and change (Houchin and MacLean 2005; Nowotny 2005a; Schneider and Somers 2006; Weidlich 2005; Winder 2007).”
BackgroundEvaluating organizational-level work stress interventions: Beyond traditional methods
Cox, T., Karanika, M., Griffiths, A., & Houdmont, J. (2007) · Work & Stress · doi:10.1080/02678370701760757 · Cited by 185
“It may be best described in terms of complex adaptive systems (Dooley, 1997; Schneider & Somers, 2006).”
BackgroundComplexity theory and leadership practice: A review, a critique, and some recommendations
Rosenhead, J., Franco, L. A., Grint, K., & Friedland, B. (2019) · The Leadership Quarterly · doi:10.1016/j.leaqua.2019.07.002 · Cited by 209
Schoon, M., & van der LEEUW, S. (2015) · Natures Sciences Sociétés · doi:10.1051/nss/2015034 · Cited by 144
“Colander, 2000), organization and management science (Schneider and Somers, 2006; Dooley, 1997; Choi et al., 2001), engineering and the social sciences (e.”
Putting emergence back in leadership emergence: A dynamic, multilevel, process-oriented framework
Acton, B. P., Foti, R. J., Lord, R. G., & Gladfelter, J. A. (2018) · The Leadership Quarterly · doi:10.1016/j.leaqua.2018.07.002 · Cited by 158
Complexity Theory, School Leadership and Management: Questions for Theory and Practice
Morrison, K. (2010) · Educational Management Administration & Leadership · doi:10.1177/1741143209359711 · Cited by 130
“Such a view of CT is a post-modern phenomenon (Cilliers, 1998; Schneider and Somers, 2006: 353); it perhaps could not have come to the fore at an earlier historical conjuncture.”
BackgroundCulture and leadership in Africa: a conceptual model and research agenda
Kuada, J. (2010) · African Journal of Economic and Management Studies · doi:10.1108/20400701011028130 · Cited by 131
“Complexity theory of leadership focuses on the idea that leadership is part of a dynamic and evolving pattern of behaviours and complex interactions among various organizational players, producing power structures and networks of relationships (Schneider and Somers, 2006).”
BackgroundAn investigation of champion-driven leadership processes
Taylor, A., Cocklin, C., Brown, R. R., & Wilson‐Evered, E. (2011) · The Leadership Quarterly · doi:10.1016/j.leaqua.2011.02.014 · Cited by 129
Komljenovic, D., Loiselle, G., & Kumral, M. (2017) · International Journal of Mining Science and Technology · doi:10.1016/j.ijmst.2017.05.006 · Cited by 102
Temporary Competitive Advantage: A State‐of‐the‐Art Literature Review and Research Directions
Dagnino, G. B., Picone, P. M., & Ferrigno, G. (2020) · International Journal of Management Reviews · doi:10.1111/ijmr.12242 · Cited by 128
Brocal, F., González, C., Komljenović, D., Katina, P. F., & Pérez, M. Á. S. (2019) · Complexity · doi:10.1155/2019/2089763 · Cited by 115
“Some research works propose the framework of complexity leadership theory which may help getting a better human and organizational performance [79, 80].”
BackgroundExploring the remote work challenges in the era of COVID-19 pandemic: review and application model
Arunprasad, P., Dey, C., Jebli, F., Arunmozhi, M., & Hathat, Z. E. (2022) · Benchmarking An International Journal · doi:10.1108/bij-07-2021-0421 · Cited by 147
Complex adaptive systems: a new approach for understanding health practices
Gomersall, T. (2018) · Health Psychology Review · doi:10.1080/17437199.2018.1488603 · Cited by 114
“…markets (Mandelbrot, 1999), the immune system (Holland, 1992), insect colonies (Wilson, 1971), and social systems such as businesses (Dooley, 1997; Schneider & Somers, 2006), healthcare organisations (Plsek & Greenhalgh, 2001), and schools (Keshavarz, Nutbeam, Rowling, & Khavarpour, 2010).”
BackgroundUsing Artificial Neural Networks to Model Nonlinearity
Somers, M. J., & Casal, J. C. (2008) · Organizational Research Methods · doi:10.1177/1094428107309326 · Cited by 100
“results is unclear; however, it has been suggested that domain areas such as strategy (Bettis & Prahalad, 1995), managerial perceptions (Starbuck & Mezias, 1996), leadership ( Schneider & Somers, 2006 ), and work attitudes (Somers, 1999, 2001) might be advanced with nonlinear models and nonlinear methods.”
Self-citationMassari, G. F., & Giannoccaro, I. (2021) · International Journal of Production Economics · doi:10.1016/j.ijpe.2021.108150 · Cited by 99
Disaster resilience and complex adaptive systems theory
Coetzee, C., van Niekerk, D., & Raju, E. (2016) · Disaster Prevention and Management An International Journal · doi:10.1108/dpm-07-2015-0153 · Cited by 125
Do complexity-informed health interventions work? A scoping review
Brainard, J. S., & Hunter, P. R. (2015) · Implementation Science · doi:10.1186/s13012-016-0492-5 · Cited by 91
“These include the phrases (each citation indicates distinctions from applications using complexity science) “systems change” [20], “complex interventions” [6], “systems science” [21] and “quality improvement” [22].”
BackgroundComplexity Leadership: A Theorical Perspective
BALTACI, A., & Balcı, A. (2017) · International Journal of Educational Leadership and Management · doi:10.17583/ijelm.2017.2435 · Cited by 91
Barasa, E., Molyneux, S. C., English, M., & Cleary, S. (2016) · Social Science & Medicine · doi:10.1016/j.socscimed.2016.12.026 · Cited by 91
“…complex interactions among factors and agents within the hospital subsystem, and between the hospitals and the larger health system in which they are embedded, and the unpredictability of actions consistent with CAS theory (Ellis et al., 2011; Health Foundation, 2010; Schneider and Somers, 2006).”
BackgroundBeyond smart systems adoption: Enabling diffusion and assimilation of smartness in hospitality
Stylos, N. D., Fotiadis, A., Shin, D., & Huan, T.-C. T. C. (2021) · International Journal of Hospitality Management · doi:10.1016/j.ijhm.2021.103042 · Cited by 90
Enabling adaptive system leadership
Boylan, M. (2016) · Educational Management Administration & Leadership · doi:10.1177/1741143216628531 · Cited by 89
“, 2007) as well as in social movements (Schneider and Somers, 2006).”
BackgroundResultInfluentialBoylan, M. (2013) · Educational Management Administration & Leadership · doi:10.1177/1741143213501314 · Cited by 88
“Although leadership in such movements is often emergent, to be effective it requires support of formal organizational structures that can confer legitimacy (Schneider and Somers, 2006).”
InfluentialEmerging Practices in Leadership Development
Ardichvili, A. A., & Manderscheid, S. V. (2008) · Advances in Developing Human Resources · doi:10.1177/1523422308321718 · Cited by 87
A simplified framework for 21st century leader development
O'Connell, P. K. (2013) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.06.001 · Cited by 104
Yawson, R. M. (2012) · Human Resource Development Review · doi:10.1177/1534484312461634 · Cited by 81
Transformative governance of innovation ecosystems
Коннола, Т., Eloranta, V., Turunen, T., & Salo, A. A. (2021) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2021.121106 · Cited by 81
“Self-similarity is evidenced in the physical world in fractals such as fern leaves and broccoli, which are geometric spaces in which the parts exhibit the quality of the entity’s whole (Schneider and Somers, 2006).”
BackgroundInfluentialLeader cognition: Improving leader performance through causal analysis
Marcy, R. T., & Mumford, M. D. (2009) · The Leadership Quarterly · doi:10.1016/j.leaqua.2009.10.001 · Cited by 77
Sorensen, G., Peters, S. E., Nielsen, K. M., Nagler, E. M., Karapanos, M., Wallace, L. M., Burke, L., Dennerlein, J. T., & Wagner, G. R. (2019) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph16081449 · Cited by 81
“This setting illustrates the complex nature of these relationships [99,100].”
BackgroundChatterjee, S., Sarker, S., Lee, M. J., Xiao, X., & Elbanna, A. R. (2020) · Information Systems Journal · doi:10.1111/isj.12320 · Cited by 91
“Indeed, there are commonalities between GST and CT (Schneider & Somers, 2006).”
BackgroundAdaptive governance: learning from what organizations do and managing the role they play
Assche, K. V., Valentinov, V., & Verschraegen, G. (2021) · Kybernetes · doi:10.1108/k-11-2020-0759 · Cited by 67
Najjar, M. K., Alsurakji, I., El-Qanni, A., & Nour, A. (2022) · Journal of Sustainable Finance & Investment · doi:10.1080/20430795.2022.2030663 · Cited by 42
“First, firms can alter or reduce the number of partners and their interconnectedness (Li et al. 2010; Pathak et al. 2007; Schneider and Somers 2006; Mitleton-Kelly 2003; Choi, Dooley, and Rungtusanatham 2001), which will eventually reduce management and coordination efforts to control the supply…”
BackgroundLai, C., & Lin, S. (2017) · Wiley eBooks · doi:10.1002/9781118955567.wbieoc203 · Cited by 76
Socially sustainable work organizations: A chaordic systems approach
Kira, M., & van Eijnatten, F. M. (2008) · Systems Research and Behavioral Science · doi:10.1002/sres.896 · Cited by 68
Redekop, B. W. (2010) · The Leadership Quarterly · doi:10.1016/j.leaqua.2010.01.007 · Cited by 62
The implications of complexity for humanitarian logistics: a complex adaptive systems perspective
Schiffling, S., Hannibal, C., Tickle, M., & Fan, Y. (2020) · Annals of Operations Research · doi:10.1007/s10479-020-03658-w · Cited by 70
Managing schools as complex adaptive systems: A strategic perspective
Fidan, T. (2017) · lnternational Electronic Journal of Elementary Education · doi:10.26822/iejee.2017131883 · Cited by 61
“The “Butterfly Effect” has shown that initial conditions could have unique effects on nonlinear systems (Schneider & Somers, 2006).”
BackgroundInter-leadership: Why and How Should We Think of Leadership and Followership Integrally?
Kuepers, W. M., & Weibler, J. (2008) · Leadership · doi:10.1177/1742715008095190 · Cited by 60
“…variables at various system levels and the evolution of the system over time) or artificial neural networks (using pattern recognition algorithms) (Schneider & Somers, 2006) or dynamic network analysis methodology (combining techniques of social network analysis with multi-agent simulations)…”
MethodOades, L. G., Steger, M. F., Fave, A. D., & Passmore, J. (2016) · doi:10.1002/9781118977620 · Cited by 87
Vrontis, D., Basile, G., Andreano, M. S., Mazzitelli, A., & Papasolomou, I. (2020) · Journal of Business Research · doi:10.1016/j.jbusres.2020.04.009 · Cited by 60
Complexity Leadership Theory: Shifting Leadership from the Industrial Age to the Knowledge Era
Uhl‐Bien, M., Marion, R., & McKelvey, B. (2011) · Issues in business ethics · doi:10.1007/978-90-481-9014-0_8 · Cited by 65
Social Media Use and the Challenge of Complexity: Evidence from the Technology Sector
Martín-Rojas, R., García-Morales, V., Garrido-Moreno, A., & Salmador-Sánchez, M. P. (2020) · Journal of Business Research · doi:10.1016/j.jbusres.2019.12.026 · Cited by 54
Hotel CSR and job satisfaction: A chaordic perspective
Farmaki, A., Pappas, N. V., Kvasova, O., & Stergiou, D. P. (2022) · Tourism Management · doi:10.1016/j.tourman.2022.104526 · Cited by 55
When Complexity Theory Meets Critical Realism: A Platform for Research on Initial Teacher Education.
Cochran‐Smith, M., Ell, F. R., Grudnoff, L., Ludlow, L. H., Haigh, M. A., & Hill, M. (2014) · Teacher education quarterly (Claremont, Calif.) · Cited by 55
The Effects of Leadership Styles on Team Motivation
Alrahbi, D., Khalid, K., & Khan, M. (2017) · Academy of strategic management journal/Academy of Strategic Management journal · Cited by 55
Macromarketing and the Systems Imperative
Wooliscroft, B. (2020) · Journal of Macromarketing · doi:10.1177/0276146720980521 · Cited by 55
“…Kahn (1966) most consideration of marketing systems has used Dynamic Open Complex Adaptive Systems (DOCAS) (Akaka, Vargo, and Lusch 2013; Basile and Dominici 2016; Basile, Kaufmann, and Savastano 2018; Holbrook 2003; Samli 2006; Schneider and Somers 2006; Vargo et al. 2017; Wollin and Perry 2004).”
BackgroundManaging complexity via the Competing Values Framework
Tong, Y. K., & Arvey, R. D. (2015) · Journal of Management Development · doi:10.1108/jmd-04-2014-0029 · Cited by 53
Garavan, T. N., McCarthy, A. M., & Carbery, R. (2019) · Human Resource Development Review · doi:10.1177/1534484319828865 · Cited by 58
Supply chain security certification and operational performance: The role of upstream complexity
Tong, X., Lai, K., Lo, C. K. Y., & Cheng, T. C. E. (2022) · International Journal of Production Economics · doi:10.1016/j.ijpe.2022.108433 · Cited by 54
Quantitative characterization of chaordic tourist destination
Olmedo, E., & de Cabo, R. M. (2014) · Tourism Management · doi:10.1016/j.tourman.2014.09.011 · Cited by 52
Communication and sustainability science teams as complex systems
McGreavy, B., Lindenfeld, L., Bieluch, K. H., Silka, L., Leahy, J. E., & Zoellick, B. (2015) · Ecology and Society · doi:10.5751/es-06644-200102 · Cited by 52
Flock Leadership: Understanding and influencing emergent collective behavior
Will, T. E. (2016) · The Leadership Quarterly · doi:10.1016/j.leaqua.2016.01.002 · Cited by 51
“Some studies describe leadership efforts to achieve continuous, incremental change by maintaining an ongoing balance between order and disorder dynamics (Lichtenstein, Uhl-Bien, Marion, Seers, Orton, & Schreiber, 2006; Marion & Uhl-Bien, 2001; Schneider & Somers, 2006; Uhl-Bien et al., 2007).”
BackgroundPath dependence in Operational Research—How the modeling process can influence the results
Hämäläinen, R. P., & Lahtinen, T. J. (2016) · Operations Research Perspectives · doi:10.1016/j.orp.2016.03.001 · Cited by 54
“Path dependence is a concept which has been widely used in different areas including economics [1, 2, 3], policy studies [4, 5], ecology [6, 7], complex adaptive systems [8, 9], sociology [10, 11, 12], political science [13], and organizational decision making [14].”
BackgroundGalkina, T., & Atkova, I. (2019) · Entrepreneurship Theory and Practice · doi:10.1177/1042258719879670 · Cited by 47
“An attractor structures nonrandom behavior into a system, as behavioral patterns emerge within the basin of attraction (Schneider & Somers, 2006).”
BackgroundInfluentialLartey, F. M. (2020) · Journal of Business Administration Research · doi:10.5430/jbar.v9n1p44 · Cited by 47
“As such, they are also subject to the sensitivity of their initial condition, which makes the evolution of the systems difficult to predict (Schneider & Somers, 2006).”
BackgroundImproving Manufacturing Performance by Standardization of Interprocess Communication
Villalba-Díez, J., & Ordieres-Meré, J. B. (2015) · IEEE Transactions on Engineering Management · doi:10.1109/tem.2015.2424156 · Cited by 46
“However, these understandings of PDCA do not consider the fact that organizations are complex adaptive systems [43], and their ever-increasing structural, func-”
BackgroundRelationship building in virtual teams: A leadership behavioral complexity perspective
Jawadi, N., Daassi, M., Favier, M., & Kalika, M. (2013) · Human Systems Management · doi:10.3233/hsm-130791 · Cited by 70
“Table 1 Leaders’”
Omilion‐Hodges, L. M., Ptacek, J. K., & Zerilli, D. H. (2016) · Annals of the International Communication Association · doi:10.1080/23808985.2015.11735265 · Cited by 47
“It has long been asserted that organizations are complex and adaptive systems, in part due to the high interdependence of leadership and contextual factors (Schneider & Somers, 2006).”
BackgroundThe management of global multi-tier sustainable supply chains: a complexity theory perspective
Najjar, M., & Yasin, M. M. (2021) · International Journal of Production Research · doi:10.1080/00207543.2021.1990432 · Cited by 43
“These practices seek to reshape the supply chain, as illustrated in Figure 3, in an attempt to reduce entropy and increase the predictability of suppliers (Pathak et al. 2007; Serdarasan 2013) while promoting the social sustainability aspects across lower-tier supply chain members.”
BackgroundInfluentialToward a Dynamic Description of the Attributes of Organizational Change
Maes, G., & Hootegem, G. V. (2011) · Research in organizational change and development · doi:10.1108/s0897-3016(2011)0000019009 · Cited by 47
Sustaining school improvement initiatives: advice from educational leaders
Koh, G. A., Askell‐Williams, H., & Barr, S. (2023) · School Effectiveness and School Improvement · doi:10.1080/09243453.2023.2190130 · Cited by 95
“School leaders drive change (Bennett et al., 2007; Fullan, 2006; Gaikhorst et al., 2017; Groo-tenboer et al., 2019; Hargreaves & Fink, 2006; Harris et al., 2019; Hitt & Tucker, 2016; Schneider & Somers, 2006; Stoll & Kools, 2017).”
The Global Moral Compass for Business Leaders
Thompson, L. J. (2010) · Journal of Business Ethics · doi:10.1007/s10551-010-0624-9 · Cited by 41
“The structural continuity of traditional cultures is sometimes interpreted as rigid and unchanging, but as scholars from diverse disciplines have demonstrated, creative interpretation and adaptation of a tradition keeps it alive as people reinterpret and negotiate the meaning of their wisdom traditions (Geertz, 1983;…”
BackgroundSim, E., & Bierema, L. L. (2024) · Journal of Leadership & Organizational Studies · doi:10.1177/15480518241292214 · Cited by 52
“…(DeRue, 2011), which values the dynamic and fl uid leading-following process moving from the one-directional, de-contextualized, individualistic leadership development, and leadership emerging in complex adaptive systems (Schneider & Somers, 2006; Uhl-Bien & Arena, 2018; Uhl-Bien et al., 2007).”
Airport Business Excellence Model: A holistic performance management system
Paraschi, E. P., Γεωργόπουλος, Α., & Kaldis, P. (2019) · Tourism Management · doi:10.1016/j.tourman.2018.12.014 · Cited by 41
Corporate identity orientation and disorientation: A complexity theory perspective
Devereux, L., Melewar, T. C., Dinnie, K., & Lange, T. (2019) · Journal of Business Research · doi:10.1016/j.jbusres.2019.09.048 · Cited by 40
Kwamie, A., Agyepong, I. A., & van Dijk, H. (2015) · Health Systems & Reform · doi:10.1080/23288604.2015.1032475 · Cited by 40
Leadership, Gender, and Organization
Gremmen, C. C. M., Benschop, Y., Werhane, P. H., & Painter‐Morland, M. (2011) · Issues in business ethics · doi:10.1007/978-90-481-9014-0 · Cited by 40
Post‐merger integration and change processes from a complexity perspective
Lauser, B. (2010) · Baltic Journal of Management · doi:10.1108/17465261011016531 · Cited by 38
Applying Agile Project Management to Predevelopment Stages of Innovation
Gonzalez, W. (2014) · International Journal of Innovation and Technology Management · doi:10.1142/s0219877014500205 · Cited by 38
The architecture of managerial leadership: Stimulation and channeling of organizational emergence
Hunt, J. G., Osborn, R. N., & Boal, K. B. (2009) · The Leadership Quarterly · doi:10.1016/j.leaqua.2009.04.010 · Cited by 38
“Froma complexity perspective, the context is the corporation as it operates near the edge of chaos (theboundary betweenorder anddisorder) where there is a repertoire of responses that keep systems both on balance and off balance (McDaniel, 1997; Schneider & Somers, 2006).”
BackgroundLeveraging people analytics for an adaptive complex talent management system
Saling, K. C., & Do, M. D. (2020) · Procedia Computer Science · doi:10.1016/j.procs.2020.02.269 · Cited by 37
The HOSHIN KANRI TREE. Cross-plant Lean Shopfloor Management
Villalba-Díez, J., Ordieres-Meré, J. B., & Nuber, G. (2015) · Procedia CIRP · doi:10.1016/j.procir.2015.02.120 · Cited by 37
de Oliveira, M. A., Possamai, O., Valentina, L. V. O. D., & Flesch, C. A. (2011) · Expert Systems with Applications · doi:10.1016/j.eswa.2011.11.033 · Cited by 36
“According to Schneider and Somers (2006) the reasons why AI tools are under utilized in leadership studies are the low awareness among management scholars and confusion about their use.”
BackgroundPromoting learning and innovation in organizations through complexity leadership theory
Mendes, M., Gomes, C., Marques‐Quinteiro, P., Lind, P. G., & Curral, L. A. (2016) · Team Performance Management · doi:10.1108/tpm-02-2016-0004 · Cited by 59
Inclusive organizations: developmental reciprocity through authentic leader-employee relationships
Moore, J., Maxey, E. C., Waite, A. M., & Wendover, J. D. (2020) · Journal of Management Development · doi:10.1108/jmd-05-2019-0211 · Cited by 35
Complex Systems in Economics and Where to Find Them
Gomes, O., & Gubareva, M. (2020) · Journal of Systems Science and Complexity · doi:10.1007/s11424-020-9149-1 · Cited by 35
Design of a weighted and informed NK model for intellectual capital-based innovation planning
Fan, I. Y. H., & Lee, R. W. B. (2012) · Expert Systems with Applications · doi:10.1016/j.eswa.2012.02.083 · Cited by 34
“Although business organizations have been understood as organic systems for a long time, systemic research in the management field deploying system theory and complexity theory (Caldart & Oliverira, 2007; McElroy, 2002; Schneider & Somers, 2006) are only recent.”
BackgroundPillay, M. (2017) · Open Journal of Safety Science and Technology · doi:10.4236/ojsst.2017.74012 · Cited by 34
Markham, S. E. (2010) · The Leadership Quarterly · doi:10.1016/j.leaqua.2010.10.011 · Cited by 34
Fennell, K. L. (2021) · Journal of Multidisciplinary Healthcare · doi:10.2147/jmdh.s329628 · Cited by 33
Metadata
- Authors
- Schneider, M., & Somers, M.
- Affiliations
- New Jersey Institute of Technology (US)
- Corresponding author
- Schneider, Marguerite
- ORCID
- Somers, Mark
- Venue
- The Leadership Quarterly
- Publisher
- Elsevier BV
- Published
- 2006-08
- Volume
- 17
- Issue
- 4
- Pages
- 351-365
- ISSN
- 1048-9843 (ISSN-L)
- OpenAlex
- W2156313615
- Cited by
- 599
- References
- 123
- Citations by year
- 2026: 26 · 2025: 29 · 2024: 39 · 2023: 30 · 2022: 31 · 2021: 40 · 2020: 50 · 2019: 50 · 2018: 41 · 2017: 30 · 2016: 38 · 2015: 39 · 2014: 39 · 2013: 27 · 2012: 23
- FWCI
- 10.15
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- The Leadership Quarterly (publishedVersion)
- Topics
- Social Sciences › Education › Chaos, Complexity, and Education
- Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
- Social Sciences › Decision Sciences › Management Science and Operations Research › Complex Systems and Decision Making
- Keywords
- complex adaptive systems, complexity theory, leadership, general systems theory, organizational identity, social movements, leadership process, dynamic system simulation, artificial neural networks, nonlinear models, organizational change
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