Conditioned emergence: researching change and changing research

Abstract

This paper aims to enable the operations management community to engage with concepts from the field of complexity theory and apply them to the issue of organisational transformation. It begins by reviewing existing work on strategic change, then provides an overview of complexity theory to show how the conditioned emergence model was developed. A brief statement on method follows, which describes our research process in terms of mode 2 knowledge production. An illustrative case study is then presented and is used to highlight aspects of the model and the overlaps and differences between conditioned emergence and other approaches. The paper concludes that organisational transformation can be viewed as an emergent process which can be accessed and influenced through three interacting gateways, i.e. order generating rules, disequilibrium and positive feedback. Finally, an appendix is included which focuses specifically on the issue of the research process. Here, it is argued that calls for managerially‐relevant research will be best met through more widespread adoption of mode 2 as an approach.

Citation

MacIntosh, R. and MacLean, D. (2001), "Conditioned emergence: researching change and changing research", International Journal of Operations & Production Management, Vol. 21 No. 10, pp. 1343-1357. https://doi.org/10.1108/EUM0000000005973