Strategy as order emerging from chaos: A public sector experience

被引：16
|
作者：
McMillan, Elizabeth [1 ,2 ]
Carlisle, Ysanne [3 ,4 ]
机构：
[1] Open Univ, Fac Technol, Ctr Complex & Change, Milton Keynes MK7 6AA, Bucks, England
[2] Open Univ, Complex Sci Res Ctr, Milton Keynes, Bucks, England
[3] Open Univ, Sch Management, Milton Keynes MK7 6AA, Bucks, England
[4] Open Univ, Sch Business, Cent Acad, Milton Keynes, Bucks, England
来源：
LONG RANGE PLANNING | 2007年 / 40卷 / 06期
关键词：
D O I：
10.1016/j.lrp.2007.07.002
中图分类号：
F [经济];
学科分类号：
02 ;
摘要：
In 1993 Ralph Stacey contributed to an emerging debate on the usefulness of new complexity science concepts to organisations. Since then interest in the organisational applications of complexity has grown amongst both academics and practitioners. Stacey's work provided a source of ideas for a successful major strategic change intervention in a public sector organisation. Our article presents a case study of that intervention. It describes how concepts from complexity science were used and how the programme was implemented, as well as the 'transitions model' and the principles which emerged from the change programme to assist managers wanting to know how to undertake complexity inspired change. (c) 2007 Elsevier Ltd. All rights reserved.
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页码：574 / 593
页数：20
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