Complexity theory and change management in sport organizations

Smith, A 2004, 'Complexity theory and change management in sport organizations', Emergence: Complexity and Organization, vol. 6, no. 12, pp. 70-79.

Document type: Journal Article
Collection: Journal Articles

Title Complexity theory and change management in sport organizations
Author(s) Smith, A
Year 2004
Journal name Emergence: Complexity and Organization
Volume number 6
Issue number 12
Start page 70
End page 79
Total pages 10
Publisher Institute for the Study of Coherence and Emergence
Abstract This paper employs complexity theory and the principle of emergence as a construct to explain some forms of change observed during the analysis of research concerning change in Australian sport organizations. Although a consortium of well-established theories proved advantageous in revealing the nature of change attempts within a sample of eight case organizations, some changes remained inexplicable. Upon further investigation, these changes were observed to have properties associated with emergence. Several examples are presented to explicate the emergent behavior. This paper presents evidence to suggest that complexity theory has utility as an alternative perspective explaining certain types of organizational change.
Subject Sport and Leisure Management
ISSN 1521-3250
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Citation counts: Scopus Citation Count Cited 21 times in Scopus Article | Citations
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Created: Mon, 06 Dec 2010, 14:11:00 EST by Catalyst Administrator
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