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  • 1.
    Backström, Tomas
    et al.
    Mälardalens högskola, Akademin för innovation, design och teknik, Innovation och produktrealisering.
    Johansson, Peter
    Mälardalens högskola, Akademin för innovation, design och teknik, Innovation och produktrealisering.
    Döös, Marianne
    Stockholms Universitet.
    Hazy, James K.
    Mälardalens högskola, Akademin för innovation, design och teknik, Innovation och produktrealisering.
    Simulating the emergence of the organizing structures of work2014Konferensbidrag (Refereegranskat)
    Abstract [en]

    —This article is a first step toward a visualization and classification system for studying dynamic organizing structures of work. As a first step toward this researchobjective, this study brings together two active projects. One called “relatonics” studies work group formation and is primarily empirical and inductive. The other called “Human Interaction Dynamics (HID)” imports concepts, relationships and modeling from complexity science and is therefore primarily theoretical and deductive. The vision is to use social media, data gathering, and process simulation technologies to rigorously describe, systematically visualize, and validly model the complex dynamics of work processes of different types. This work will serve as a means to classify, study and improve the performance of work systems. We describe our progress to data and suggest further research.

  • 2. Goldstein, J
    et al.
    Hazy, James K.
    Lichtenstein, B
    Complexity and the Nexus of Leadership: Leveraging nonlinear science to create ecologies of innovation2011Bok (Övrigt vetenskapligt)
  • 3.
    Goldstein, J
    et al.
    Adelphi University, USA.
    Hazy, James K.
    Adelphi University, USA.
    Schultz, R
    Adelphi University, USA.
    Silberstang, J
    Legacy XXI Institute, Los Angeles.
    Social Entrepreneurship Has Complexity Science Written All Over It2009Ingår i: International Social Innovation Research Conference: International Social Innovation Research Conference, Arizona, United States, 2009Konferensbidrag (Refereegranskat)
  • 4.
    Goldstein, J
    et al.
    Adelphi University, USA.
    Hazy, James K.
    Adelphi University, USA.
    Silberstang, J
    Adelphi University, USA.
    Complexity and Social Entrepreneurship: A Fortuitous Meeting2008Ingår i: Emergence: Complexity and Organization, ISSN 1521-3250, Vol. 10, nr 3, s. 9-24Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    This paper looks at how ideas, constructs, methods and insights coming out of the sciences of complex systems can be applied to the study of social entrepreneurship. At present, there is no theory that seeks to define social entrepreneurship in complex system terms nor how such a redefinition might contribute to greater positive social outcomes of these kinds of programs. To remedy this, we propose ways that complexity theory can be used to develop useful, and we hope, what is ultimately, a more practical theory. In particular, we explore how complexity ideas might be used to develop a robust theory of social dynamics and of how the mechanisms of social entrepreneurship might be better understood as a practical approach for generating well-defined positive social outcomes. After describing various possibilities, some hopeful thoughts on the future of the field are offered.

  • 5. Goldstein, J
    et al.
    Hazy, James K.
    Mälardalens högskola, Akademin för innovation, design och teknik.
    Silberstang, J
    Complexity Science & Social Entrepreneurship: Editorial: Liberating ‘Our Better Angels’2009Ingår i: Complexity Science and Social Entrepreneurship: Adding Social Value throughSystems Thinking / [ed] Jeffrey A. Goldstein, James K. Hazy and Joyce Silberstang, ISCE Publishing , 2009, s. 11-27Kapitel i bok, del av antologi (Övrigt vetenskapligt)
  • 6. Goldstein, J
    et al.
    Hazy, James K.Mälardalens högskola, Akademin för innovation, design och teknik.Silberstang, J
    Complexity Science and Social Entrepreneurship: Adding social value through systems thinking2009Samlingsverk (redaktörskap) (Övrigt vetenskapligt)
  • 7. Hazy, James K.
    As Complexity Goes, So Goes the Leadership2009Konferensbidrag (Refereegranskat)
  • 8.
    Hazy, James K.
    Mälardalens högskola, Akademin för innovation, design och teknik.
    Complexity in Human Systems2009Konferensbidrag (Refereegranskat)
  • 9.
    Hazy, James K.
    Mälardalens högskola, Akademin för innovation, design och teknik.
    Emergent Agency in Collectives: Influence Power Laws & Evolutionary Selection in the Garbage Can2008Ingår i: ORGANIZATION SCIENCE: ORGANIZATION SCIENCE WINTER CONFERENCE, Squaw Valley, CA, United States, 2008Konferensbidrag (Refereegranskat)
  • 10. Hazy, James K.
    Empirical Exploration of Complexity in Human Systems: Data Collection & Interpretation techniques2010Konferensbidrag (Refereegranskat)
  • 11.
    Hazy, James K.
    Mälardalens högskola, Akademin för innovation, design och teknik.
    From Convenience Sampling to Crowd Sourcing: Complexity Methods in Organizational Research2011Konferensbidrag (Refereegranskat)
  • 12.
    Hazy, James K.
    Mälardalens högskola, Akademin för innovation, design och teknik. Innovation and Product Realisation.
    Game-Changing Leadership Through Social Networks in Complex Systems2009Ingår i: Predator's Game-Changing Designs: Research Based Tools, Charlotte, NC, United States: Information Age Publishers , 2009, s. 65-Kapitel i bok, del av antologi (Övrigt vetenskapligt)
  • 13.
    Hazy, James K.
    Mälardalens högskola, Akademin för innovation, design och teknik. Innovation and Product Realisation.
    Human Beings as Agents in Complex Adaptive Systems: Challenges and Opportunities2012Konferensbidrag (Refereegranskat)
  • 14.
    Hazy, James K.
    Mälardalens högskola, Akademin för innovation, design och teknik.
    Human Interaction Dynamics(HID) - Caucus: Developing a Complexity Research Agenda2012Övrigt (Övrigt vetenskapligt)
  • 15.
    Hazy, James K.
    Mälardalens högskola, Akademin för innovation, design och teknik.
    Innovation Reordering: Five principles for leading continuous renewal2009Ingår i: Leading in Complexity: New Ways of Management, Heidelberg, Germany: Car-Auer Verlag , 2009, s. 40-56Kapitel i bok, del av antologi (Övrigt vetenskapligt)
  • 16.
    Hazy, James K.
    Mälardalens högskola, Akademin för innovation, design och teknik.
    Leadership as Process: A theory of organizing in complex adaptive systems2012Konferensbidrag (Refereegranskat)
    Abstract [en]

    Organization theorists have increasingly recognized the need to incorporate dynamic processes that include individual intentionality into theories of organizing. In particular, the leadership and human interaction aspects of organizing and their role in the development of organizational and managerial capabilities have been identified as an under researched area. This paper addresses this gap. Using complexity-informed theories of human interaction dynamics (HID), the paper defines leadership as the process that evolves organizational capabilities. More specifically, it describes three leadership processes that serve three system survival functions, and it identifies three mechanisms that operate locally to enable organizing through local interactions within a complex adaptive system. In sum, leadership evolves the ways in which individuals interact with one another to survive and prosper as collectives. It thus shapes the particular expression of dynamic, operating and managerial capabilities that emerge from these interactions within the ecosystem. Eleven propositions are averred.

  • 17.
    Hazy, James K.
    Mälardalens högskola, Akademin för innovation, design och teknik.
    Leadership through Social Networks2009Ingår i: Academy of Management Annual Meeting (USA): Academy of Management,, Chicago, Illinois, United States, 2009Konferensbidrag (Refereegranskat)
  • 18.
    Hazy, James K.
    Mälardalens högskola, Akademin för innovation, design och teknik.
    Leading large: emergent learning and adaptation in complex social networks2012Ingår i: International Journal of Complexity in Leadership and Management, ISSN 1759-0256, E-ISSN 1759-0264, Vol. 2, nr 1/2, s. 52-73Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    The mechanism by which adaptation in large organisations emerges from localised bottom-up processes remains largely unexplored. This paper describes the emergence of a learning algorithm in organisations which crosses levels of analysis. It posits that what is essentially a neural network arises naturally in organisations with individuals as nodes, interactions as edges, and influence relationships among them performing a function that is analogous to synaptic weights. This network structure enables organisations to adapt through a process of influence process structural learning that is analogous to back propagation learning in traditional neural networks. The model describes leadership within top management as expressing the organisation’s response to environmental stimuli about which top managers have little direct knowledge. Leadership acts to change influence relationships among managers by altering their relative status and reputations. The theory implies that influence relationships exhibit a

  • 19.
    Hazy, James K.
    Mälardalens högskola, Akademin för innovation, design och teknik.
    More Than a Metaphor: Complexity and the New Rules of Management2011Ingår i: SAGE Handbook of Complexity and Management, London, United Kingdom: SAGE Handbook of Complexity and Management , 2011, s. 524-540Kapitel i bok, del av antologi (Övrigt vetenskapligt)
  • 20.
    Hazy, James K.
    Adelphi University, USA.
    Parsing the Influential Increment he Language of Complexity: Uncovering the Systemic Mechanisms of Leadership Influence2011Ingår i: International Journal of Complexity in Leadership and Management, ISSN 1759-0256, E-ISSN 1759-0264, Vol. 1, nr 2, s. 164-191Artikel i tidskrift (Refereegranskat)
  • 21.
    Hazy, James K.
    Mälardalens högskola, Akademin för innovation, design och teknik.
    Rethinking Complexity Leadership2013Ingår i: 2013 Annual Meeting of the Academy of Management: Capitalism in Question, Orlando, FL, United States, 2013Konferensbidrag (Refereegranskat)
  • 22.
    Hazy, James K.
    Department of Management, Marketing and Decision Sciences, School of Business, Adelphi University.
    The unifying function of leadership: shaping identity,2012Ingår i: International Journal of Society Systems Science, ISSN 1756-2511, Vol. 4, nr 3, s. 224-241Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    This article develops systems theory that relates the functions of leadership to shared identity and ethics. Using complex system leadership theory wherein leadership is defined as changing the rules governing local interactions, the theory links shared identity and ethics to those local rules. Collective identity is defined as a mechanism to actualise a shared set of local rules, and an ethical system is defined to be one which enables individuals to experience autonomy in the context of those rules while exhibiting transparency with regards the benefits and risks of participation. Because leadership impacts collective identity and thus the rules of interaction, and sometimes does so opaquely, creating and maintaining such a system is an ethical challenge for leadership. Unifying leadership is defined as the organisation level function that unites the system by shaping identity while defining and enforcing the ethical framework wherein individuals make informed autonomous choices.

  • 23.
    Hazy, James K.
    Mälardalens högskola, Akademin för innovation, design och teknik.
    Toward a Complexity Context for Leadership: How a Complex Systems Perspective Changes Where Leaders Focus Attention and What They Do2008Ingår i: Academy of Management Annual Meeting (USA), Anaheim, California,, United States, 2008Konferensbidrag (Refereegranskat)
  • 24.
    Hazy, James K.
    Mälardalens högskola, Akademin för innovation, design och teknik.
    Toward a theory of leadership in complex systems: Computational modeling explorations2008Ingår i: Nonlinear Dynamics, Psychology, and Life Sciences, ISSN 1090-0578, E-ISSN 1573-6652, Vol. 12, nr 3, s. 281-310Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    I propose a new theory of leadership in complex systems based upon computational modeling approaches that have appeared to date. It is new in that it promises an approach that is well specified, coherent across levels of analysis, is transparent to the outside observer and can be modeled computationally. Although many of its independent components have been modeled, the underlying theory connecting these models is articulated here for the first time. Leadership is defined as those aspects of agent interactions which catalyze changes to the local rules defining other agents' interactions. There are five distinct aspects of leadership to be observed. Leadership involves actions among agents that: (a) identify or espouse a cooperation strategy or program, (b) catalyze conditions where other agents choose to participate in the program, (c) organize choices and actions in other agents to navigate complexity and avoid interaction catastrophe (sometimes called "complexity catastrophe"), (d) form a distinct output layer that expresses the system as a unity in its environment, and (e) translate feedback into structural changes in the influence network among agents. The contribution of this approach is discussed. 

  • 25.
    Hazy, James K.
    et al.
    Adelphi University, United States .
    Ashley, A
    Adelphi University, United States .
    Unfolding the Future: Bifurcation in Organizing Form and Emergence in Social Systems2011Ingår i: Emergence, ISSN 1521-3250, E-ISSN 1532-7000, Vol. 13, nr 3, s. 57-79Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    This paper presents a complexity science informed theory to describe how organizing forms emerge and foster innovation. The theory explores the bidirectional linkages between fine-grained interactions among human beings in a complex adaptive system and the emergent coarse-grained properties that characterize qualitatively distinct and yet stable organizing forms in social systems. By exploiting a mathematical foundation that has been successfully employed in analogous cases in the natural sciences, it opens the door to a rigorous theory of performance and adaptation in human systems by relating changing local rules of interaction to qualitative changes in emerging organizing forms. This process is mediated by evolving models of the system in the environment developed and shared among individuals. Finally, the paper explores whether this model can be used canonically and does so in the context of axiomatic hurdles that must be overcome if a practical mathematical theory of human organizing is to be realized.

  • 26.
    Hazy, James K.
    et al.
    Adelphi University, USA.
    Ashley, A
    Adelphi University, USA.
    Moskalev, S
    Adelphi University, USA.
    Torras, M
    Technology Leverage and Sustainable Society Systems: A Call for Technology Forecasting that Anticipates Innovation2011Ingår i: International Journal of Society Systems Science, ISSN 1756-2511, Vol. 3, nr 1-2, s. 5-20Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    We argue that economic value to society is created by converting input resources into valued outputs though the application of technology. To support this argument, the concept of technology leverage is introduced, and it is noted that the same input resource can be converted into different output values depending upon the technology employed in the conversion process and the state of technical innovation at the time the conversion occurs. This implies that through as yet unrealised innovations, future generations may create greater value for the same amount of resource than is currently possible. This difference has significant ramifications for current day resource allocation decisions. In addition to more conventional conservation arguments, technology leverage also recognises that the future value of retaining resources, especially non-renewable ones, may be evaluated using real option valuation techniques. These concepts are helpful in determining more comprehensive policies relating to resource allocation decisions.

     

  • 27.
    Hazy, James K
    et al.
    Mälardalens högskola, Akademin för innovation, design och teknik, Innovation och produktrealisering.
    Backström, Tomas
    Mälardalens högskola, Akademin för innovation, design och teknik, Innovation och produktrealisering.
    Essential reins for guiding complex organizations2014Ingår i: Millennial Spring:  Designing the Future of Organizations / [ed] M. Grace and G. B. Graen, Charlotte, NC: Information Age Publishing, 2014Kapitel i bok, del av antologi (Övrig (populärvetenskap, debatt, mm))
  • 28.
    Hazy, James K.
    et al.
    Mälardalens högskola, Akademin för innovation, design och teknik. Adelphi University, United States .
    Backström, Tomas
    Mälardalens högskola, Akademin för innovation, design och teknik.
    Human interaction dynamics (HID): Foundations, definitions and directions2013Ingår i: Emergence: Complexity and Organization, ISSN 1521-3250, Vol. 15, nr 4, s. 91-111Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    This paper proposes an analytical framework for a complexity-informed theoretical approach to human interaction and organizations. In doing so, it addresses the increasing call for better theory supporting the microfoundations of social science. A key premise of the argument is that the primary imperatives of social actors are confronting uncertainty and adapting to change as a collective. As such, in addition to seeking requisite resources, human beings interact to gather and use information for their individual and collective benefit. The paper explores this perspective by proposing a complex systems model of organizing that differs from systems theory by placing the actors inside the system rather than assuming they act on the system. We propose a definition of information that enables us to explore the dynamics of human interaction as observers from the outside without necessarily knowing what the information means. This approach is analogous to how physical and biological systems are studied and is intended to complement, rather than replace existing approaches that tend to place their emphasis on inter-subjectivity and meaning-making rather than on the objective measurement of information as a physically measurable quantity

  • 29.
    Hazy, James K.
    et al.
    Mälardalens högskola, Akademin för innovation, design och teknik, Innovation och produktrealisering. Adelphi University, New York, NY, United States .
    Boyatzis, R. E.
    Case Western Reserve University, Cleveland, OH, United States .
    Emotional contagion and proto-organizing in human interaction dynamics2015Ingår i: Frontiers in Psychology, ISSN 1664-1078, E-ISSN 1664-1078, Vol. 6, nr JUN, artikel-id 806Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    This paper combines the complexity notions of phase transitions and tipping points with recent advances in cognitive neuroscience to propose a general theory of human proto-organizing. It takes as a premise that a necessary prerequisite for organizing, or "proto-organizing," occurs through emotional contagion in subpopulations of human interaction dynamics in complex ecosystems. Emotional contagion is posited to engender emotional understanding and identification with others, a social process that acts as a mechanism that enables (or precludes) cooperative responses to opportunities and risks. Propositions are offered and further research is suggested. 

  • 30.
    Hazy, James K.
    et al.
    IPR (Innovation and Product Realisation).
    Goldstein, J
    Silberstang, J
    A Complexity Science Model of Innovation within Entrepreneurial Ventures: Context, Mechanisms and the Emergence of Qualitative Change2010Konferensbidrag (Refereegranskat)
  • 31.
    Hazy, James K.
    et al.
    Adelphi University, USA.
    Goldstein, J
    Adelphi University, USA.
    Silberstang, J
    Adelphi University, USA.
    A complexity science model of social innovation in social enterprise2010Ingår i: Journal of Social Entrepreneurship, ISSN 1942-0676, E-ISSN 1942-0684, Vol. 1, nr 1, s. 101-125Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    A complexity science-based model for social innovation in social enterprises is presented. The three components of the model include: (1) representing the evolution of social innovation using nonlinear dynamical systems with accompanying parameters and attractors; (2) a cusp catastrophe model of bifurcation or the emergence of a new attractor; (3) the role of emergence in complex systems utilizing recombinatory operations. The model represents the emergence of social innovation as an evolving dynamical system governed by the interaction of two parameters. The first parameter is opportunity tension or the degree of coordination and organization on a collective level required to resolve social problems or take advantage of social opportunities. The second is informational differences having to do with the accessibility of information via social networks connecting key players in the social system under consideration. The informational differences parameter also refers to experiments in social novelty acting as seeds of the emergent social innovations. Since social innovation is understood as the emergence of a new attractor reflecting the social innovations, the new attractor is shown to replace an originary attractor representing inadequate 'business as usual' practices and social networks that have not been able to resolve the social problem or take advantage of the opportunity. At a critical threshold, the social system undergoes bifurcation as extant social components are recombined leading to the generation of novel social forms that can more sufficiently resolve the social problem or take advantage of the opportunity.

  • 32.
    Hazy, James K.
    et al.
    Mälardalens högskola, Akademin för innovation, design och teknik. IPR (Innovation and Product Realisation).
    Goldstein, J
    Silberstang, J
    Complexity and Social Entrepreneurship: A Future of Possibilities2009Ingår i: Complexity Science and Social Entrepreneurship: ISCE Publishing / [ed] Jeffrey A Goldstein, James K Hazy and Joyce Silberstang, Sweden: ISCE Publishing. , 2009Kapitel i bok, del av antologi (Övrigt vetenskapligt)
  • 33.
    Hazy, James K.
    et al.
    Adelphi University, USA.
    Moskalev, S
    Adelphi University, USA.
    Torras, M
    Adelphi University, USA.
    Mechanisms of Social Value Creation: Extending Financial Modeling to Social Entrepreneurship and Social Innovation2010Ingår i: International Journal of Society Systems Science, ISSN 1756-2511, Vol. 2, nr 2, s. 134-157Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    We focus on the identification and selection of innovation initiatives that are intended to create cumulative social value. We suggest that a process like discounted cash flow (DCF) is needed, but developing such a process is complicated in the social value context due to a lack of metrics and consistent social value constructs. Taking a dynamical systems perspective and using economic modelling as a guide, we argue that access to resources and information about their future use represent measurable social value. Further, we describe innovation as the recognition and exploitation of patterns in the environment that create social value.

  • 34.
    Hazy, James K.
    et al.
    Mälardalens högskola, Akademin för innovation, design och teknik.
    Moskalev, S
    Torras, M
    Toward a theory of social value creation: Individual agency and the use of information within nested dynamical systems2009Ingår i: Complexity Science and Social Entrepreneurship: Adding Social Value through Systems Thinking, ISCE Publishing. , 2009, s. 257-284Kapitel i bok, del av antologi (Övrigt vetenskapligt)
  • 35. Hazy, James K.
    et al.
    Shinick, T
    Parameterizing Innovation When Using a Cusp Catastrophe Model for the Potential Function2012Konferensbidrag (Refereegranskat)
  • 36.
    Hazy, James K.
    et al.
    Adelphi University School of Business, USA.
    Silberstang, J
    Adelphi University School of Business, USA.
    Leadership within Emergent Events in Complex Systems: Micro-Enactments and the Mechanisms of Organizational Learning and Change2009Ingår i: International Journal of Learning and Change, ISSN 1740-2875, E-ISSN 1740-2883, Vol. 3, nr 3, s. 230-247Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    One tradition within the complexity paradigm considers organisations as complex adaptive systems in which autonomous individuals interact, often in complex ways with difficult to predict, non-linear outcomes. Building upon this tradition, and more specifically following the complex systems leadership theory approach, we describe the ways in which leadership emerges in events. To do so, we examine the micro-level interactions among agents within these groups in terms of the programmes of action that they enact. We call these building blocks micro-enactments, propose that they can be observed and coded by researchers, identify and classify them and argue that they are used to construct the systemic mechanisms, which enable organised action and change. We offer propositions that suggest how these micro-enactments can be assembled into organisational mechanisms that enable change processes. More generally, we propose that organisational change is constructed when specific micro-enactments are assembled to reconfigure an organisation's capabilities and competencies.

  • 37.
    Hazy, James K.
    et al.
    Mälardalens högskola, Akademin för innovation, design och teknik.
    Silberstang, J
    The emergence of collective identity as a means for creating and sustaining social value2009Ingår i: Complexity Science and Social Entrepreneurship: Adding social value through systems thinking, ISCE Publishing , 2009, s. 447-470Kapitel i bok, del av antologi (Övrigt vetenskapligt)
  • 38.
    Hazy, James K.
    et al.
    The George Washington University.
    Tivnan, B. F
    The George Washington University.
    Schwandt, D. R
    The George Washington University.
    Modeling social structure as network effects: Computational evidence that rewarding learning improves performance2011Ingår i: Unifying Themes in Complex Systems, Volume 5, Berlin, Germany: Springer Complexity Publishing , 2011, s. 144-152Kapitel i bok, del av antologi (Övrigt vetenskapligt)
  • 39.
    Hazy, James K.
    et al.
    The Gerorge Washington University.
    Tivnan, B. F
    The Gerorge Washington University.
    Schwandt, D. R
    The Gerorge Washington University.
    Permeable boundaries in organizational learning2011Ingår i: Unifying Themes in Complex Systems, Volume 5, Berlin, Germany: Springer Complexity Publishing , 2011, s. 153-162Kapitel i bok, del av antologi (Övrigt vetenskapligt)
  • 40.
    Hazy, James K.
    et al.
    Adelphi University, USA.
    Torras, M
    Adelphi University, USA.
    Ashley, A
    Adelphi University, USA.
    Reconceptualizing value creation with limited resources2008Ingår i: Journal of Technology Management & Innovation, ISSN 0718-2724, E-ISSN 0718-2724, Vol. 3, nr 3, s. 45-54Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    In traditional economics and finance the notion of value creation is virtually synonymous with the net present value of cash flows. Such a characterization implies that all of the uses of resource inputs, such as raw material and energy, are known and that their value is priced into commodities markets. It also fails to allow for the opportunity cost associated with the depletion of resources which, with advancing technology, might reasonably have future uses far greater in value than can be achieved at present with current technology. Stated differently, in traditional valuation analysis the option value associated with scarce resources -when new technology or knowledge can be applied to them- is not addressed. In the present work, we define technology leverage as representative of this effect. We then address the problem of sustainability of organizations by stating four propositions and examining their implications for government policy and for firm governance.

  • 41.
    Hazy, James K.
    et al.
    Mälardalens högskola, Akademin för innovation, design och teknik, Innovation och produktrealisering.
    Uhl-Bien, M.
    University of Nebraska, United States .
    Towards operationalizing complexity leadership: How generative, administrative and community-building leadership practices enact organizational outcomes2015Ingår i: Leadership, ISSN 1742-7150, Vol. 11, nr 1, s. 79-104Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    Over five years ago, The Leadership Quarterly published a special issue on complexity to advance a new way of thinking about leadership. In shifting attention away from the individual to the organizing process itself, complexity added an important focus on process and context to leadership and management research. Yet, the complexity approach creates challenges for researchers who must combine or replace individual level constructs—like those built through surveys or factor analysis—with richer theories that investigate networked meso dynamics, multilevel phenomena, emergent processes, and organizational outcomes. To address this challenge, the present analysis draws on theoretical and empirical work over the last several years to identify five specific areas where complexity inspired research has led to new insights about the mechanisms that enable the organization to perform and adapt. It suggests propositions that describe how leadership and management, defined holistically, might activate complexity mechanisms to perform five essential organizing functions.

  • 42.
    Hazy, James K.
    et al.
    Mälardalens högskola, Akademin för innovation, design och teknik, Inbyggda system. Adelphi University, US.
    Çürüklü, Baran
    Mälardalens högskola, Akademin för innovation, design och teknik, Inbyggda system.
    Influence Process Structural Learning and the Emergence of Collective Intelligence2014Ingår i: Collective Intelligence Conference 2014 CIC'14, 2014Konferensbidrag (Refereegranskat)
  • 43.
    Lindhult, Erik
    et al.
    Mälardalens högskola, Akademin för innovation, design och teknik, Innovation och produktrealisering.
    Hazy, James K.
    Mälardalens högskola, Akademin för innovation, design och teknik, Innovation och produktrealisering.
    Complexity approach to joint value discovery in service innovation management2014Ingår i: The Proceedings of The XXV ISPIM Conference 2014 Dublin, Ireland - 8-11 June 2014, Dublin, Ireland, 2014Konferensbidrag (Refereegranskat)
    Abstract [en]

    The paper describes how complexity notions can be useful to model Servitization dynamics in industrial companies moving from product based to service oriented configuration. It is a movement towards joint value discovery in industrial service innovation management increasing potentials for radical or architectural innovation. Based on process oriented research on global industrial companies identifying transition phases of Servitization, a complexity model is developed to understand, predict and guide the process, mechanisms, and outcomes of increased capacity for joint value discovery. The model synthesizes and extends to service innovation management a complexity approach originally introduced by Goldstein, Hazy and Lichtenstein (2010) and called the Cusp of Change Model. The theoretical developments are particularly useful in guiding leadership of innovation in broader organizational and networked settings, contributing to development of service innovation strategies as well as systemic leadership of innovation activity in services in global industrial companies.

  • 44.
    Lindhult, Erik
    et al.
    Mälardalens högskola, Akademin för innovation, design och teknik, Innovation och produktrealisering.
    Hazy, James K.
    Mälardalens högskola, Akademin för innovation, design och teknik, Innovation och produktrealisering.
    Midgley, Gerald
    Center for Systems Studies, University of Hull, UK.
    Chirumalla, Koteshwar
    Mälardalens högskola, Akademin för innovation, design och teknik, Innovation och produktrealisering.
    Value driven innovation in industrial companies: A complexity approach2015Ingår i: The XXVI ISPIM Innovation Conference ISPIM'15, 2015Konferensbidrag (Refereegranskat)
    Abstract [en]

    The purpose of this research is to contribute to the development of an interactive, systemic and ecosystem view of innovation and its management. This emerging interactive and systematic view of innovation labeled as Value Driven Innovation in this research, where enhanced symbiotic value is continuously discovered and realized in interactive processes among stakeholders such as customers, providers, suppliers and related partners. The main outcome of the research is a complexity conceptualization of value driven innovation, which synthesizes and extends to value-driven innovation management recent developments in complexity science. In addition, the findings may provide useful tools to clarify and enhance the manageability of innovation in the face of complexity, uncertainty and unpredictability.

  • 45.
    Silberstang, J
    et al.
    Adelphi University, USA.
    Hazy, James K.
    Adelphi University, USA.
    Toward a micro-enactment theory of leadership2008Ingår i: The Innovation Journal - Public Sector Innovation Journal, ISSN 1715-3816, Vol. 13, nr 3, s. article 5-Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    Organizations are complex adaptive systems comprised of heterogeneous agentsinteracting in unplanned ways. According to complexity theory, emergent events occur atvarious levels within a system, and within organizations. The focus in this paper is at the microlevelof analysis. We describe leadership emergence within groups and describe how innovativeaction and communication results from this emergence. In particular, we specify how leadershipemerges at the individual, dyadic, and group level within events. Taking the complex systemsleadership theory (CSLT) approach as a starting point, we describe how micro-enactments, whichconsist of the individual behaviors of heterogeneous agents as they interact with one another,create organized programs of action that are subject to evolving group dynamics and show howthis process can be described as self-organizing by observers who are unaware of theintentionality of the individual agents. Seven micro-enactments are described, along with aframework for examining how they assemble, intersect, and influence one another to enableorganized learning, action, innovation, and change, both at the group level, and subsequently atthe organizational level, and how they can be assessed. Suggestions for shaping and guidingmicro-enactments to generate effective leadership within public sector organizations areprovided.

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