1;Preface;5 2;Table of Contents;9 3;Chapter 1 Organizational Intelligence in Systemic Terms;12 3.1;1.1 The Need for Organizational Innovation;12 3.2;1.2 An Innovative View of Organizations;13 3.3;1.3 Related Streams of Inquiry;17 3.4;1.4 What Makes an Organization Intelligent?;18 3.5;1.5 Purpose and Scope of this Book;19 4;Chapter 2 Complexity and Understanding;21 4.1;2.1 Two Crucial Concepts: Complexity and Variety;21 4.2;2.2 Ashby's Law of Requisite Variety;24 4.3;2.3 The Conant-Ashby-Theorem: Models are Crucial;29 5;Chapter 3 Management - A Distributed Function;32 5.1;3.1 On Leadership and Management;32 5.2;3.2 On Control Loops;34 5.3;3.3 Control versus Pre-control;37 5.4;3.4 Extrinsic versus Intrinsic Control;37 5.5;3.5 Hierarchy versus Heterarchy;39 5.6;3.6 Distributed Management;41 6;Chapter 4 Intelligent Organization - A Systemic Framework;43 6.1;4.1 Postulates;43 6.2;4.2 Introducing the Framework;45 6.3;4.3 Dimensions of the Framework;47 6.4;4.4 Theoretical Models to Enhance Organizational Intelligence;50 6.5;4.5 Relationships between the Models;52 7;Chapter 5 Activities: What the Organization Does;54 7.1;5.1 The Model of Systemic Control (MSC);55 7.2;5.2 Operative Level;58 7.3;5.3 Strategic Level;60 7.4;5.4 The Normative Level;71 7.5;5.5 Relationships between the three Levels;75 7.6;5.6 Criteria of Systemic Effectiveness;76 7.7;5.7 Revisiting the Feedback Cycle;78 7.8;5.8 An Application Perspective;80 7.9;5.9 Intermediate Summary and Outlook;83 8;Chapter 6 Structure - Preconditions for Effective Action;87 8.1;6.1 The Viable System Model (VSM);87 8.2;6.2 On Recursive Organization Design;91 8.3;6.3 Recursion and Heterarchy;93 8.4;6.4 Embodiments of Recursive Management;95 8.5;6.5 Virtual Organizations as Viable Systems;98 8.6;6.6 Networks as Viable Systems;101 8.7;6.7 Networks of Viable Systems;104 8.8;6.8 Viable Systems: Hierarchy, Heterarchy or Both?;106 8.9;6.9 Criticisms and Beyond;108 8.10;6.10 Autonomous Agents in Viable Organizations;109 8.11;6.11 An Application Perspective;111 8.12;6.12 Intermediate Summary and Outlook;113 9;Chapter 7 Behavior - The Control of Cognition and Emotion;116 9.1;7.1 Behavior In and Of Organizations;117 9.2;7.2 Participation and Authority - Social Behavior for Complexity Absorption;121 9.3;7.3 The Team Syntegrity Model (TSM);122 9.4;7.4 The Team Syntegrity Process;126 9.5;7.5 Applications;127 9.6;7.6 Case Study: A Collaborative Global Research Project;128 9.7;7.7 Further Empirical Evidence;135 9.8;7.8 Outlook;138 10;Chapter 8 Ethos and Identity: Basic Parameters of Organizations;140 10.1;8.1 Organizational Ethos;142 10.2;8.2 Organizational Identity;154 10.3;8.3 Theory of the Firm;157 10.4;8.4 Some Empirical Evidence;160 10.5;8.5 Immoral Organizations;165 10.6;8.6 More Empirical Evidence;167 10.7;8.7 Immoral Actors in Organizations;170 10.8;8.8 Intermediate Summary and Outlook;171 11;Chapter 9 Time and Organizational Dynamics;175 11.1;9.1 Transformation over Time;176 11.2;9.2 A Practical Example;177 11.3;9.3 Lessons from Computer Simulations;179 11.4;9.4 Intermediate Summary;187 12;Chapter 10 The Framework Revisited;189 12.1;10.1 Systemic Features;190 12.2;10.2 Organizational Principles in the Framework;191 12.3;10.3 An Integrative View of the Dimensions and Models;193 12.4;10.4 Change and the Fundamental Parameters Revisited;198 12.5;10.5 Applications of the Framework;201 12.6;10.6 Relevant Empirical Work by Other Authors;209 12.7;10.7 Intermediate Summary and Outlook;210 13;Chapter 11 Outlook: The Way Ahead;213 14;Appendix;217 15;References;220 16;Index;239