Complex Thinking, Complex Practice: The Case for a Narrative Approach to Organizational Complexity
Abstract
Complexity is not only a feature of the systems we study, it is also a matter of the way in which we organize our thinking about those systems. This second-order complexity invites consideration of the modes of thinking we use to theorize about complexity, and in this article we develop the idea of second-order complexity using Jerome Bruner’s contrast between logico-scientific and narrative modes of thinking. Using Bruner’s framework, we examine and critique dominant forms of thinking about organizational complexity that are rooted in the logico-scientific mode, and suggest alternatives based in the narrative mode. Our evidence for the value of doing this comes from the logic of complexity theory itself, which we claim indicates and supports the use of the narrative mode. The potential contribution of the narrative approach to developing second-order thinking about organizational complexity is demonstrated by taking a narrative approach to the matter of recursiveness. By extension, similar insights are indicated for other features that logico-scientific thinkers commonly attribute to complex systems, including, nonlinearity, indeterminacy, unpredictability and emergence.
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Much of the complexity literature on organizational communication is conceptual or theoretical in nature.
“Much of the literature is conceptual or theoretical in nature, introducing the complexity approach to a specific area of study (e.g.Leeuwis & Aarts, 2011), providing alternative views or methods to the analysis (e.g.Corman et al., 2002), or reflecting the use of complexity science in the communication research in general (e.g.Tsoukas & Hatch, 2001).”
From Complexity and Organizational Communication: A Quest for Common Ground (2016) · cites this paper as Tsoukas & Hatch, 2001
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Paradox research in management science: Looking back to move forward
Schad, J., Lewis, M. W., Raisch, S., & Smith, W. K. (2016) · Academy of Management Annals · doi:10.5465/19416520.2016.1162422 · Cited by 1,385 · see citing works
Alternative Approaches for Studying Organizational Change
de Ven, A. H. V., & Poole, M. S. (2005) · Organization Studies · doi:10.1177/0170840605056907 · Cited by 1,002 · see citing works
“Some may object that representation of processes in empirical time series and mathematical models overly ‘variabilizes’ them (Tsoukas and Hatch 2001).”
BackgroundGRASPING THE LOGIC OF PRACTICE: THEORIZING THROUGH PRACTICAL RATIONALITY.
Sandberg, J., & Tsoukas, H. (2011) · Academy of Management Review · doi:10.5465/amr.2011.59330942 · Cited by 813 · see citing works
Self-citationPath Dependence or Path Creation?
Garud, R. B., Kumaraswamy, A., & Karnøe, P. (2009) · Journal of Management Studies · doi:10.1111/j.1467-6486.2009.00914.x · Cited by 788 · see citing works
“In addition to relational elements, agency also implicates temporal elements (Tsoukas and Hatch, 2001).”
BackgroundA Narrative Approach to Collective Identities*
Brown, A. D. (2006) · Journal of Management Studies · doi:10.1111/j.1467-6486.2006.00609.x · Cited by 543 · see citing works
“Stories do not tell themselves, they are told by storytellers, and are ‘a product of contingent human construction’ (Tsoukas and Hatch, 2001, p. 999).”
BackgroundThe Role of Narratives in Sustaining Organizational Innovation
Bartel, C. A., & Garud, R. B. (2008) · Organization Science · doi:10.1287/orsc.1080.0372 · Cited by 493 · see citing works
“Thus, narratives and innovations coevolve, with one influencing the other over time (Tsoukas and Hatch 2001).”
BackgroundComplexity 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 · see citing works
Process thinking in strategic organization
Langley, A. (2007) · Strategic Organization · doi:10.1177/1476127007079965 · Cited by 427 · see citing works
“We need process thinking because traditional cross-sectional models provide a partial picture of the world that evacuates the role of time (Tsoukas and Hatch, 2001) and assumes an equilibrium state (Meyer et al., 2005; Bromiley and Papenhausen, 2003).”
BackgroundContextualizing entrepreneurial innovation: A narrative perspective
Garud, R. B., Gehman, J., & Giuliani, A. P. (2014) · Research Policy · doi:10.1016/j.respol.2014.04.015 · Cited by 426 · see citing works
“Specifically, entrepreneurs contextualize innovation through their narratives (see Law and Moser, 2012; Tsoukas and Hatch, 2001 for arguments from outside the field of entrepreneurship).”
Organizational discourse analysis (ODA): Examining leadership as a relational process
Fairhurst, G. T., & Uhl‐Bien, M. (2012) · The Leadership Quarterly · doi:10.1016/j.leaqua.2012.10.005 · Cited by 387 · see citing works
Tsoukas, H. (2017) · Journal of Management Studies · doi:10.1111/joms.12219 · Cited by 368 · see citing works
“Yet, the sad truth is that, in strategy research, most theorizing (especially be more precise, cannot handle time, except in a spatialized, “abstract” manner - time as a series of snapshots (Guerlac, 2015: 30-33; Sandberg and Tsoukas, 2011; Tsoukas and Hatch, 2001).”
Self-citationManaging flow: a process theory of the knowledge-based firm
Edwards, J. S. (2009) · Knowledge Management Research & Practice · doi:10.1057/kmrp.2008.39 · Cited by 354 · see citing works
Is that an opportunity? An attention model of top managers' opportunity beliefs for strategic action
Shepherd, D. A., McMullen, J. S., & Ocasio, W. C. (2016) · Strategic Management Journal · doi:10.1002/smj.2499 · Cited by 333 · see citing works
Measuring the Unmeasured: An Institutional Entrepreneur Strategy in an Emerging Industry
Déjean, F., Gond, J., & Leca, B. L. (2004) · Human Relations · doi:10.1177/0018726704044954 · Cited by 317 · see citing works
“Tsoukas and Hatch (2001) argue that in such complex situations researchers should privilege qualitative and narrative approaches; approaches that attempt to render actors’ interpretations.”
BackgroundComplexity Arrangements for Sustained Innovation: Lessons from 3M Corporation
Garud, R. B., Gehman, J., & Kumaraswamy, A. (2011) · Organization Studies · doi:10.1177/0170840611410810 · Cited by 316 · see citing works
Authentic leadership and the narrative self
Sparrowe, R. T. (2005) · The Leadership Quarterly · doi:10.1016/j.leaqua.2005.03.004 · Cited by 494 · see citing works
Discourse and Audience: Organizational Change as Multi‐Story Process
Buchanan, D., & Dawson, P. (2007) · Journal of Management Studies · doi:10.1111/j.1467-6486.2006.00669.x · Cited by 249 · see citing works
Garud, R. (2008) · Journal of Management Studies · doi:10.1111/j.1467-6486.2008.00783.x · Cited by 236 · see citing works
How Do Organizations Learn Lessons From Projects—And Do They?
Williams, T. (2008) · IEEE Transactions on Engineering Management · doi:10.1109/tem.2007.912920 · Cited by 222 · see citing works
“Tsoukas and Hatch [44] give an important paper on complexity and the subsequent need for narratives, differentiating between logico-scientific and narrative thinking, and explaining how, because of the na-”
BackgroundInfluentialTheoretical Foundations of an International Entrepreneurial Culture
Dimitratos, P., & Plakoyiannaki, E. (2003) · Journal of International Entrepreneurship · doi:10.1023/a:1023804318244 · Cited by 219 · see citing works
Paradox And Theorizing Within The Resource-Based View
Lado, A. A., Boyd, N. G., Wright, P., & Kroll, M. J. (2006) · Academy of Management Review · doi:10.5465/amr.2006.19379627 · Cited by 198 · see citing works
How Useful Are the Strategic Tools We Teach in Business Schools?
Wright, R. P., Paroutis, S., & Blettner, D. (2012) · Journal of Management Studies · doi:10.1111/j.1467-6486.2012.01082.x · Cited by 196 · see citing works
“Moreover, given our increasingly complicated world, we believe tools that help ‘differentiate’ ideas whilst simultaneously ‘integrating’ them to generate new insights will be perceived as more useful (see Bartunek et al., 1983; Martin, 2007b; Tsoukas and Hatch, 2001).”
In Search ofPhronesis: Leadership and the Art of Judgment
Shotter, J., & Tsoukas, H. (2014) · Academy of Management Learning and Education · doi:10.5465/amle.2013.0201 · Cited by 195 · see citing works
“…setting is similar to that faced by Olson, namely when practitioners are simultaneously pulled in different directions, knowing that they need to find a way of attending to several frames at once (e.g., moral, legal, and business frames; Badaracco, 2002, 2006; Tsoukas & Hatch, 2001; Weick, 2001).”
Self-citationDealing with Unusual Experiences: A Narrative Perspective on Organizational Learning
Garud, R. B., Dunbar, R. L. M., & Bartel, C. A. (2010) · Organization Science · doi:10.1287/orsc.1100.0536 · Cited by 185 · see citing works
“" The property that allows the mutual definition of the whole and its parts in a narrative (Ricoeur 1984, Tsoukas and Hatch 2001) is also the property that enables organizational actors to gradually create meaning around unusual experiences.”
BackgroundInfluentialYagi, N., & Kleinberg, J. (2011) · Journal of International Business Studies · doi:10.1057/jibs.2011.10 · Cited by 184 · see citing works
“Many organizations today, especially global ones, exhibit a complexity that Tsoukas and Hatch (2001) characterize by dynamic processes, unpredictability, novelty, and emergent forms.”
BackgroundLorino, P., Tricard, B., & Clot, Y. (2011) · Organization Studies · doi:10.1177/0170840611410807 · Cited by 183 · see citing works
Leadership Development as Identity Construction
Carroll, B. J., & Levy, L. S. (2010) · Management Communication Quarterly · doi:10.1177/0893318909358725 · Cited by 182 · see citing works
“We sought to find “nuances of event, relationship, and purpose” (Tsoukas & Hatch, 2001, p. 998) that offer glimpses into the meaning making of social actors as they choose to be subjects.”
BackgroundCocreating Rigorous and Relevant Knowledge
Sharma, G., & Bansal, P. (2019) · Academy of Management Journal · doi:10.5465/amj.2016.0487 · Cited by 172 · see citing works
Afterword: why language matters in the analysis of organizational change
Tsoukas, H. (2005) · Journal of Organizational Change Management · doi:10.1108/09534810510579878 · Cited by 170 · see citing works
“Through representing routines as genres of speech organizational members frame (“freeze”) commonly available experience and stabilize meaning, thus producing stability, while by narrativizing representations (speech genres) organizational members create the conditions for the destabilization of meaning and thus change…”
BackgroundSelf-citationRetelling Stories in Organizations: Understanding the Functions of Narrative Repetition
Dailey, S. L., & Browning, L. D. (2013) · Academy of Management Review · doi:10.5465/amr.2011.0329 · Cited by 166 · see citing works
“Also, each telling or reading of a story produces another layer of context (Tsoukas & Hatch, 2001).”
BackgroundA problem structuring method for ecosystem-based management: The DPSIR modelling process
Gregory, A., Atkins, J. P., Daryl Burdon, B., & Elliott, M. (2012) · European Journal of Operational Research · doi:10.1016/j.ejor.2012.11.020 · Cited by 151 · see citing works
How Organizations Engage with External Complexity: A Political Action Perspective
Child, J., & Rodrigues, S. B. (2011) · Organization Studies · doi:10.1177/0170840611410825 · Cited by 151 · see citing works
“The first is a construction of the environment in their minds, which entails a subjective interpretation of external complexity (see Taylor 2001; Tsoukas & Hatch 2001) – in effect ‘sensemaking’ (Weick 1995).”
BackgroundComplexity Theory and Strategic Change: an Empirically Informed Critique*
Houchin, K., & MacLean, D. (2005) · British Journal of Management · doi:10.1111/j.1467-8551.2005.00427.x · Cited by 147 · see citing works
Complexity 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 145 · see citing works
Performing phronesis : On the way to engaged judgment
Shotter, J., & Tsoukas, H. (2014) · Management Learning · doi:10.1177/1350507614541196 · Cited by 143 · see citing works
Self-citationMousavi, R., Introna, L. D., & Hultin, L. (2021) · MIS Quarterly · doi:10.25300/misq/2021/15887 · Cited by 143 · see citing works
“connections among events, but also to preserve multiple temporalities (Tsoukas and Hatch 2001), especially kairotic timing.”
BackgroundProcess research in strategy formation: Theory, methodology and relevance
Sminia, H. (2009) · International Journal of Management Reviews · doi:10.1111/j.1468-2370.2008.00253.x · Cited by 136 · see citing works
Adaptive and Generative Learning: Implications from Complexity Theories
Chiva, R., Botella, A. G., & Alegre, J. (2008) · International Journal of Management Reviews · doi:10.1111/j.1468-2370.2008.00255.x · Cited by 137 · see citing works
Toward Green Narrative: Management and the Evolutionary Epic
Starkey, K., & Crane, A. (2003) · Academy of Management Review · doi:10.5465/amr.2003.9416086 · Cited by 134 · see citing works
“" Wilson (1978) has been perhaps the most influential in attempting to foster reenchantment through an alignment of social theory and natural science.”
BackgroundGkeredakis, M., Lifshitz-Assaf, H., & Barrett, M. (2021) · Information and Organization · doi:10.1016/j.infoandorg.2021.100344 · Cited by 173 · see citing works
“Our main premise in initiating this debate is that crisis creates and exacerbates complexity, which “ is not only a feature of the systems we study, [but] it is also a matter of the way in which we organize our thinking about those systems ” (Tsoukas & Hatch, 2001, p. 979).”
BackgroundCollaborative Activities in Virtual Settings: A Knowledge Management Perspective of Telemedicine
PAUL, D. L. (2006) · Journal of Management Information Systems · doi:10.2753/mis0742-1222220406 · Cited by 133 · see citing works
“Knowledge creation and discovery often occurs through narratives and demonstrations, and is a process of translation as well as diffusion [54, 55, 57].”
BackgroundAn Analysis of Corporate Social Responsibility at Credit Line: A Narrative Approach
Humphreys, M., & Brown, A. D. (2007) · Journal of Business Ethics · doi:10.1007/s10551-007-9426-0 · Cited by 131 · see citing works
“A narrative perspective also gives ‘access to and appreciation of context’, or specific characters, events and relationships, that yield sensitivity to salient situational particularities (Tsoukas & Hatch, 2001: 998-999).”
BackgroundStrategy and virtue: Developing strategy-as-practice through virtue ethics
Tsoukas, H. (2018) · Strategic Organization · doi:10.1177/1476127017733142 · Cited by 99 · see citing works
“Even the most morally committed organization will necessarily ground its explicit value commitments to tacitly held assumptions and unspecified morals (Anteby, 2013; Tsoukas and Hatch, 2001: 994).”
BackgroundSelf-citationReflections on the use of Bayesian belief networks for adaptive management
Henriksen, H. J., & Barlebo, H. C. (2007) · Journal of Environmental Management · doi:10.1016/j.jenvman.2007.05.009 · Cited by 124 · see citing works
“This brings us to an analysis of the way BNs influence organising participatory processes and second order complexity (Tsoukas and Hatch, 2001).”
BackgroundEnacting Airports: Space, Movement and Modes of Ordering
Knox, H., O’Doherty, D. P., Vurdubakis, T., & Westrup, C. (2008) · Organization · doi:10.1177/1350508408095818 · Cited by 121 · see citing works
Narrative Persuasion, Causality, Complex Integration, and Support for Obesity Policy
Niederdeppe, J., Shapiro, M. A., Kim, H. K., Bartolo, D., & Porticella, N. (2013) · Health Communication · doi:10.1080/10410236.2012.761805 · Cited by 119 · see citing works
“This significant indirect effect is consistent with the assertion that narratives hold potential to help readers see the causes of social problems, and strategies to address them, in a multifaceted and complex way (Tsoukas & Hatch, 2001).”
BackgroundLearning in owner-managed small firms: Mediating artefacts and strategic space
Jones, O., Macpherson, A., & Thorpe, R. (2010) · Entrepreneurship and Regional Development · doi:10.1080/08985620903171368 · Cited by 118 · see citing works
“A range of tools and processes have emerged that promote reflexivity including the use of narratives and metaphors (Argyris 2006; Tsoukas and Hatch 2001).”
BackgroundCyber-threat intelligence for security decision-making: A review and research agenda for practice
Ainslie, S., Thompson, D., Maynard, S. B., & Ahmad, A. (2023) · Computers & Security · doi:10.1016/j.cose.2023.103352 · Cited by 116 · see citing works
Phenomenology of embodied implicit and narrative knowing
Kuepers, W. M. (2005) · Journal of Knowledge Management · doi:10.1108/13673270510630006 · Cited by 109 · see citing works
“With this, it can build the basis for actionable knowing particularly for complex thinking and complex practice ( Tsoukas and Hatch, 2001”
BackgroundAgainst the Tyranny of PowerPoint: Technology-in-Use and Technology Abuse
Gabriel, Y. (2008) · Organization Studies · doi:10.1177/0170840607079536 · Cited by 106 · see citing works
Reiman, T., & Oedewald, P. (2006) · Safety Science · doi:10.1016/j.ssci.2006.07.010 · Cited by 107 · see citing works
The role of scenarios as prospective sensemaking devices
Wright, A. (2005) · Management Decision · doi:10.1108/00251740510572506 · Cited by 102 · see citing works
“Deductive strategy making stands comparison with Bruner's logico-scientific mode of thinking which characterizes this approach as: top-down, theory driven, de-contextualized and consistent, and as involving argument, tight analysis, reason, Aristotelian logic and proof ( Tsoukas and Hatch, 2001”
MethodMowles, C., Stacey, R. D., & Griffin, D. (2008) · Journal of International Development · doi:10.1002/jid.1497 · Cited by 100 · see citing works
Complex, but not quite complex enough: The turn to the complexity sciences in evaluation scholarship
Mowles, C. (2014) · Evaluation · doi:10.1177/1356389014527885 · Cited by 100 · see citing works
Narratives and Stories in Organizational Life
Gabriel, Y. (2015) · doi:10.1002/9781118458204.ch14 · Cited by 97 · see citing works
Coping with the future: developing organizational foresightfulness
Tsoukas, H., & Shepherd, J. (2003) · Futures · doi:10.1016/s0016-3287(03)00146-0 · Cited by 95 · see citing works
Self-citationThe appropriated language: Dominant stories as a source of organizational inertia
Näslund, L., & Pemer, F. (2012) · Human Relations · doi:10.1177/0018726711424322 · Cited by 94 · see citing works
“The need for narratives and storytelling arises from the fragmented and contradictory nature of organizational events: stories serve as a device to bring order to the flux of organizing, and thus instil meaning and connection, which would otherwise be largely absent (Tsoukas and Hatch, 2001).”
BackgroundTsoukas, H., & Dooley, K. J. (2011) · Organization Studies · doi:10.1177/0170840611410805 · Cited by 94 · see citing works
“For example, seeking to explain the high reliability of an aircraft carrier, Weick and Roberts (1993) use the concept of ‘collective mind’.”
BackgroundSelf-citationTourish, D. (2018) · Organization Studies · doi:10.1177/0170840618789207 · Cited by 98 · see citing works
“This view is consistent with wider process theorising in organization studies (Tsoukas and Hatch, 2001).”
BackgroundResultTechnological exaptation: a narrative approach
Garud, R. B., Gehman, J., & Giuliani, A. P. (2016) · Industrial and Corporate Change · doi:10.1093/icc/dtv050 · Cited by 92 · see citing works
Identity work as a response to tensions: A re-narration in opera rehearsals
Beech, N., Gilmore, C., Cochrane, E., et al. (2012) · Scandinavian Journal of Management · doi:10.1016/j.scaman.2011.12.005 · Cited by 91 · see citing works
Complex Leadership in Healthcare: A Scoping Review
Belrhiti, Z., Giralt, A. N., & Marchal, B. (2018) · International Journal of Health Policy and Management · doi:10.15171/ijhpm.2018.75 · Cited by 93 · see citing works
Narratives and Organizational Dynamics
Geiger, D., & Antonacopoulou, E. P. (2009) · The Journal of Applied Behavioral Science · doi:10.1177/0021886309336402 · Cited by 90 · see citing works
Barriers to leadership development: Why is it so difficult to abandon the hero?
Schweiger, S., Müller, B., & Güttel, W. H. (2020) · Leadership · doi:10.1177/1742715020935742 · Cited by 87 · see citing works
Not quite a revolution: Scrutinizing organizational neuroscience in leadership studies
Lindebaum, D., & Zundel, M. (2013) · Human Relations · doi:10.1177/0018726713482151 · Cited by 82 · see citing works
Approaches to sharing knowledge in group problem structuring
Shaw, D., Ackermann, F., & Eden, C. (2003) · Journal of the Operational Research Society · doi:10.1057/palgrave.jors.2601581 · Cited by 78 · see citing works
“Others talk about the role of strategic or ‘good’ conversations 27,10 —what does this mean?”
BackgroundInfluentialPath Dependence or Path Creation?
Garud, R. B., Kumaraswamy, A., & Karnøe, P. (2010) · Journal of Management Studies · doi:10.1111/j.1467-6486.2010.00914.x · Cited by 77 · see citing works
Savelsbergh, C. M. J. H., Havermans, L. A., & Storm, P. M. (2016) · International Journal of Project Management · doi:10.1016/j.ijproman.2016.02.005 · Cited by 75 · see citing works
Knowledge in Four Deformation Dimensions
Tywoniak, S. A. (2007) · Organization · doi:10.1177/1350508407071860 · Cited by 74 · see citing works
“…Job The perspective of complexity frames managers in a paradoxical situation: because they are part of the causal loops they try to comprehend, their understanding is imperfect and their actions impact with unintended consequences the processes they are trying to control (Tsoukas and Hatch, 2001).”
BackgroundInfluentialBento, F., Bottino, A. G., Pereira, F. C., de Almeida, J. F., & Rodrigues, F. G. (2021) · Education Sciences · doi:10.3390/educsci11090492 · Cited by 84 · see citing works
Talent Management: The Good, the Bad, and the Possible
Painter‐Morland, M., Kirk, S., Deslandes, G., et al. (2018) · European Management Review · doi:10.1111/emre.12171 · Cited by 72 · see citing works
“Foucault ’ s genealogical analysis reminds us of the importance of considering time and space, but not necessarily in order to control it (Tsoukas and Hatch, 2001).”
Niederdeppe, J., Kim, H. K., Lundell, H. C., Fazili, F., & Frazier, B. (2012) · Journal of Communication · doi:10.1111/j.1460-2466.2012.01671.x · Cited by 71 · see citing works
Progressive Outcomes: A framework for maturing in agile software development
Fontana, R. M., Meyer, V., Reinehr, S., & Malucelli, A. (2014) · Journal of Systems and Software · doi:10.1016/j.jss.2014.12.032 · Cited by 67 · see citing works
“We recognize that the narrative approach for research is compatible with the need to appreciate the complexity of organizations (Tsoukas and Hatch, 2005).”
Dawson, P., & McLean, P. (2013) · Group & Organization Management · doi:10.1177/1059601112472367 · Cited by 67 · see citing works
Explaining the Performance of Human Resource Management
Fleetwood, S., & Hesketh, A. (2010) · Cambridge University Press eBooks · doi:10.1017/cbo9780511781100 · Cited by 60 · see citing works
Mediating ambiguity: Narrative identity and knowledge workers
Mallett, O., & Wapshott, R. (2012) · Scandinavian Journal of Management · doi:10.1016/j.scaman.2011.12.001 · Cited by 64 · see citing works
How Narrative Focus and a Statistical Map Shape Health Policy Support Among State Legislators
Niederdeppe, J., Roh, S., & Dreisbach, C. (2015) · Health Communication · doi:10.1080/10410236.2014.998913 · Cited by 60 · see citing works
“Some of these studies argue that narratives, due to their inherently causal nature, have a persuasive advantage over other message forms in conveying causal information about social issues (Lundell, Niederdeppe, & Clarke, 2013a; Niederdeppe et al., 2013; Tsoukas & Hatch, 2001).”
BackgroundA Temporal Narrative View of Sensemaking
Hernès, T., & Obstfeld, D. (2022) · Organization Theory · doi:10.1177/26317877221131585 · Cited by 57 · see citing works
“…and that actors employ narrative to capture ongoing activity by meaningfully connecting and reconnecting past and future events to establish their trajectory through time (Cunliffe & Coupland, 2011; Sandberg & Tsoukas, 2015; Tsoukas & Hatch, 2001; Weick, 1995; Weick, Sutcliffe, & Obstfeld, 2005).”
BackgroundTrenholm, S., & Ferlie, E. B. (2012) · Social Science & Medicine · doi:10.1016/j.socscimed.2012.08.001 · Cited by 56 · see citing works
Mapping a complex system: what influences teacher learning during initial teacher education?
Ell, F. R., Haigh, M. A., Cochran‐Smith, M., Grudnoff, L., Ludlow, L. H., & Hill, M. (2017) · Asia-Pacific Journal of Teacher Education · doi:10.1080/1359866x.2017.1309640 · Cited by 56 · see citing works
“…in a complexity theory framework “Second order complexity” (Tsoukas & Hatch, 2001) is the domain of thinking about complexity rather than thinking with complexity, and it can “expose epistemological and methodological issues that have important implications” (Tsoukas & Hatch, 2001, p.981).”
BackgroundMethodInfluentialCampbell‐Hunt, C. (2007) · Human Relations · doi:10.1177/0018726707079202 · Cited by 54 · see citing works
“…2006); and for this reason are accessible to the conscious representations of schemata (Balogun & Johnson, 2004; Jarzabkowski, 2004), scripts (Barley & Tolbert, 1997) and narratives (Tsoukas & Hatch, 2001) used in social discourse – what Giddens calls our discoursive consciousness (1979).”
BackgroundMethodSubjects of Inquiry: Statistics, Stories, and the Production of Knowledge
AINSWORTH, S., & Hardy, C. (2012) · Organization Studies · doi:10.1177/0170840612457616 · Cited by 52 · see citing works
“Stories or narratives1 also play an important role in producing knowledge (Berry, 2001; Currie & Brown, 2003; Lanzara & Patriotta, 2001; Tsoukas & Hatch, 2001).”
BackgroundSimons, J. (2008) · New Review of Film and Television Studies · doi:10.1080/17400300802098263 · Cited by 51 · see citing works
Complexity theory and tourism policy research
Stevenson, N., Airey, D., & Miller, G. A. (2009) · International Journal of Tourism Policy · doi:10.1504/ijtp.2009.024553 · Cited by 51 · see citing works
“It draws from research by Blackman, 2001; Byrne 2001, Fonseca, 2002; Harvey, 2001; Medd, 2001 a,b; Stacey, 2003; Shaw, 2002 and Tsoukas & Hatch, 2001 and investigates their relevance to understanding tourism policy within its social and relational context.”
BackgroundMethodInfluentialNarratives in knowledge sharing: challenging validity
Geiger, D., & Schreyögg, G. (2012) · Journal of Knowledge Management · doi:10.1108/13673271211198963 · Cited by 49 · see citing works
Organizational Learning in Project-Based Companies: A Process Thinking Approach
Koskinen, K. U. (2012) · Project Management Journal · doi:10.1002/pmj.21266 · Cited by 49 · see citing works
“…extensive process thinking practice is needed, because the above-mentioned traditional project model provides only a partial picture of the world that evacuates the role of time (Tsoukas & Hatch, 2001) and assumes a state of equilibrium (Bromiley & Papenhausen, 2003; Meyer, Gaba, & Colwell, 2005).”
BackgroundAdvancing a pragmatist epistemology in organisational research
Ruwhiu, D. R., & Cone, M. H. (2010) · Qualitative Research in Organizations and Management An International Journal · doi:10.1108/17465641011068884 · Cited by 48 · see citing works
A systematic assessment on COVID ‐19 preparedness and transition strategy in Bangladesh
Biswas, R. K., Huq, S., Afiaz, A., & Khan, H. T. A. (2020) · Journal of Evaluation in Clinical Practice · doi:10.1111/jep.13467 · Cited by 48 · see citing works
Learning in times of dynamic complexity through balancing phenomenal qualities of sensemaking
Guiette, A., & Vandenbempt, K. (2016) · Management Learning · doi:10.1177/1350507615592112 · Cited by 45 · see citing works
Strategic resource or ideal source? Discourse, organizational change and CSR
Kemp, D., Keenan, J., & Gronow, J. (2010) · Journal of Organizational Change Management · doi:10.1108/09534811011071298 · Cited by 46 · see citing works
“In terms of the model, it appears that there are degrees of performativity and connectivity and “tipping points” within each circuit which, if not achieved, serve to “short circuit” discursive activity, a point also alluded to by Tsoukas and Hatch (2005)”
BackgroundEmerging (internet) industry and agglomeration: Internet entrepreneurs coping with uncertainty
Jansson, J. (2011) · Entrepreneurship and Regional Development · doi:10.1080/08985620903505987 · Cited by 45 · see citing works
“Emerging industries should be viewed as complex environments in which many influences interact (Zimmerman and Zeitz 2002) and are arguable, such complex contexts are well-suited for qualitative and narrative approaches (Tsoukas and Hatch 2001).”
BackgroundWhy and how do project management offices change? A structural analysis approach
Bredillet, C. N., Tywoniak, S. A., & Tootoonchy, M. (2018) · International Journal of Project Management · doi:10.1016/j.ijproman.2018.04.001 · Cited by 45 · see citing works
Sociological contributions to futures’ theory building
Karlsen, J. E., Øverland, E. F., & Karlsen, H. (2010) · foresight · doi:10.1108/14636681011049884 · Cited by 44 · see citing works
“), or even time stretching ( Tsoukas and Hatch, 2001”
BackgroundUnderstanding network picture complexity: An empirical analysis of contextual factors
RAMOS, C. S. D. M., Henneberg, S. C. M., & Naudé, P. (2012) · Industrial Marketing Management · doi:10.1016/j.indmarman.2011.12.001 · Cited by 44 · see citing works
“A different notion of complexity is that of ‘second-order’ complexity (Tsoukas and Hatch, 2001).”
BackgroundResultInfluentialA Knowledge-based View of Agenda-formation in the Development of Human Resource Information Systems
Tansley, C., & Newell, S. (2007) · Management Learning · doi:10.1177/1350507607073028 · Cited by 42 · see citing works
“In this, we agree with Tsoukas and Hatch (2001: 997) that there is a tendency that ‘when the narrative statement and the act of narrating are considered together the position of the narrator (along with the motives of the narrator) becomes an issue for reflection’.”
MethodChoosing your words carefully: Leaders' narratives of complex emergent problem resolution
Havermans, L. A., Keegan, A., & den Hartog, D. D. (2015) · International Journal of Project Management · doi:10.1016/j.ijproman.2015.01.001 · Cited by 41 · see citing works
“His study demonstrates how narratives can be a ‘means by which we organize and make sense of our experience’ (Cunliffe and Coupland, 2012), and narrating can provide a context for sensemaking (Tsoukas and Hatch, 2001), while narratives are also outcomes of collective sensemaking processes.”
BackgroundChanging HR functional forms in the UK public sector
Truss, C. (2009) · The International Journal of Human Resource Management · doi:10.1080/09585190902770539 · Cited by 42 · see citing works
“In such complex systems, distinguishing cause from effect can be problematic, as relationships tend to be non-linear and sensitive to initial conditions (Richardson and Cilliers 2001 ; Tsoukas and Hatch 2001 ; Colbert 2004 ; Houchin and Maclean 2005 ).”
BackgroundPoulis, K., & Poulis, E. (2015) · Academy of Management Review · doi:10.5465/amr.2014.0073 · Cited by 41 · see citing works
Othering diversity – a Levinasian analysis of diversity management
Muhr, S. L. (2008) · International Journal of Management Concepts and Philosophy · doi:10.1504/ijmcp.2008.021273 · Cited by 41 · see citing works
“Stories, therefore, bring valuable social knowledge of individual meaning constructions (see also Czarniawska, 1998; Tsoukas and Hatch, 2001; Hansen, 2006).”
BackgroundMacIntosh, R., MacLean, D., & Seidl, D. N. (2010) · Cambridge University Press eBooks · doi:10.1017/cbo9780511777882.020 · Cited by 40 · see citing works
- Authors
- Tsoukas, H., & Hatch, M. J.
- Affiliations
- University of Strathclyde (GB)
- University of Virginia (US)
- Corresponding author
- Tsoukas, Haridimos
- ORCID
- Hatch, Mary Jo
- Venue
- Human Relations
- Publisher
- SAGE Publications
- Published
- 2001-08
- Volume
- 54
- Issue
- 8
- Pages
- 979-1013
- ISSN
- 0018-7267 (ISSN-L)
- 1741-282X
- OpenAlex
- W2137373608
- Semantic Scholar
- 11ac8f21ef439d6b4f53d6b2a123cd618bbe8d42
- Cited by
- 489
- References
- 167
- Citations by year
- 2026: 7 · 2025: 13 · 2024: 20 · 2023: 14 · 2022: 19 · 2021: 19 · 2020: 23 · 2019: 14 · 2018: 29 · 2017: 24 · 2016: 26 · 2015: 27 · 2014: 30 · 2013: 29 · 2012: 33
- FWCI
- 6.93
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Human Relations (publishedVersion)
- Topics
- Physical Sciences › Computer Science › Computational Theory and Mathematics › Chaos, Complexity, and Education
- Social Sciences › Decision Sciences › Management Science and Operations Research › Complex Systems and Decision Making
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
- Keywords
- organizational complexity, narrative thinking, Bruner, complexity theory, recursiveness, nonlinearity, indeterminacy, unpredictability, emergence, complex systems
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