Culturally Informed Evidence-Based Organizational Change and Development Through the Lens of Complexity Theory

Complexity Theory And Evidence-Based Organizational Change And Development

In an economy where knowledge takes a predominant role as a major commodity, many organizational practices based on a mechanistic view of organizations became out of date. Based on Newtonian determinism, the metaphor used to describe organizations in the early 20^th century was that of a ‘machine’ (Taylor, 1911). This view is characterized by hierarchical relations, centralized and rigid control, comprehensive strategic planning and standardized procedures. However, globalization, technological innovations, and the changing nature of work revealed the limitations of this approach in the 21st century (Olson & Eoyang, 2001) where complexity, flexibility, and unpredictability characterize the lives of organizations. In this Knowledge Era, social assets including learning, innovation, speed, and adaptability have become critical for organizational survival, thus physical assets no longer play a dominant role in ensuring the effectiveness of the organization (Zohar, 1997).