Advertisement

Emergent management learning in dynamic learning networks

  • Walter Baets
Chapter

Abstract

The idea that many simple, non-linear deterministic systems can behave in an apparently unpredictable and chaotic manner is not new. It was first introduced by the great French mathematician Henri Poincaré. Other early pioneering work in the field of chaotic dynamics is found in the mathematical literature by scientists such as, amongst others, Birkhoff, Levenson and Kolmogorov. More recently, Noble prizes, to Prigogine and Kauffman, have been awarded in this field of research. One of the difficulties for management theory and practice engaging with complexity theory lies in its attachment to causality.

Complexity as an emergent organisational paradigm in the knowledge based economy primarily questions the concept of causality. Despite relativity and quantum mechanics, most physics (and certainly all managerial thinking) is still Newtonian, based on a fixed space-time frame. In the meantime, further developments have taken place in the area of biology (such as the concept of Sheldrake’s morphogenetic fields) and mind/body medicine that all seem to point to a federating idea of a quantum interpretation of social phenomena (non-locality, synchronicity and entanglement). Could a-causality form the basis for a quantum ontology of complex systems?

Keywords

Personal Development Sustainable Performance Workplace Learning Management Competency Collaborative Tool 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Arthur B (1998) ‘The end of certainty in economics’, in Aerts D., Broekaert J. and Mathijs E. (eds), Einstein meets Margritte, Kluwer Academic, 1998Google Scholar
  2. Baets W (2005) Knowledge Management and Management Learning: Extending the Horizons of Knowledge-Based Management, SpringerGoogle Scholar
  3. Baets W (2006a) Complexity, Learning and Organisations: A Quantum Interpretation of Business, RoutledgeGoogle Scholar
  4. Baets W (2006b) ‘Complexity theory: dynamics and non-linearity are the only reason for knowledge management to exist’ in Boughzala I., Ermine, J-L., (eds) (2006) Trends in applied knowledge management, Edition Hermes Penton ScienceGoogle Scholar
  5. Baets W, Oldenboom E (2009) Rethinking growth: social intrapreneurship for sustainable performance, Macmillan PalgraveGoogle Scholar
  6. Baets W, Van der Linden G (2000) The Hybrid Business School: Developing knowledge management through management learning, Prentice HallGoogle Scholar
  7. Bogdanov I. and Bogdanov G (2004) Avant le Big Bang, Editions Grasset & FasquelleGoogle Scholar
  8. Kofman F (2006) Conscious Business: how to build value through values, Sounds TrueGoogle Scholar
  9. Sheldrake R (1995) The presence of the past, Park Street PressGoogle Scholar
  10. Sheldrake R, Bohm (1982) Morphogenetic fields and the implicate order, ReVision, 5:41–48Google Scholar
  11. Stacey R (2000) Strategic Management and Organizational Dynamics, Prentice HallGoogle Scholar
  12. Varela F (1979) Principles of Biological Autonomy, Elsevier-North HollandGoogle Scholar
  13. Wilber K (2000) A Brief History of Everything, GatewayGoogle Scholar

Copyright information

© Springer-Verlag US 2009

Authors and Affiliations

  1. 1.Euromed Marseille, Ecole de ManagementAssociate Dean for Innovation and Social ResponsibilityDomaine de LuminyFR

Personalised recommendations