The Adaptive Organization and Fast-slow Systems

    Publikation: Bidrag til bog/antologi/rapportEncyclopædiartikelForskningpeer review

    Abstrakt

    Contemporary organizations operate under turbulent business conditions and must adapt their strategies to ongoing changes. This article argues that sustainable organizational performance is achieved when top management directs and coordinates interactive processes anchored in emerging organizational opportunities and forward-looking analytics. The fast and emergent processes performed by local managers at the frontline observe and respond to environmental stimuli and the slow processes initiated by decision makers interpret events and reasons about updated strategic actions. Current experiential insights from the fast response processes can be aggregated systematically from frontline employees and fed into the slow process of reasoning. When the fast and slow processes interact they form a dynamic system that adapts organizational activities to the changing conditions which identifies the adaptive organization.
    OriginalsprogEngelsk
    TitelOxford Research Encyclopedias : Business and Management: A Community of Experts
    RedaktørerRamon J. Aldag
    Antal sider28
    Udgivelses stedNew York
    ForlagOxford University Press
    Publikationsdato2016
    DOI
    StatusUdgivet - 2016

    Citationsformater

    Andersen, T. J., & Hallin, C. A. (2016). The Adaptive Organization and Fast-slow Systems. I R. J. Aldag (red.), Oxford Research Encyclopedias: Business and Management: A Community of Experts New York: Oxford University Press. https://doi.org/10.1093/acrefore/9780190224851.013.126