Facilitating organizational action regarding a co-operative's governance system in a developing country using the viable systems model

2018 ◽  
Vol 36 (4) ◽  
pp. 538-550
Author(s):  
Andrea C. Martinez-Lozada
Keyword(s):  
Developing Country ◽  
Governance System ◽  
Viable Systems ◽  
Viable Systems Model ◽  
Systems Model ◽  
Organizational Action

The Viable Systems Model Applied to a Smart Network: The Case of the UK Electricity Market

2005 ◽  
pp. 289-305
Author(s):  
Duncan R. Shaw ◽  
Bob Snowdon ◽  
Christopher P. Holland ◽  
Peter Kawalek ◽  
Brian Warboys
Keyword(s):  
Electricity Market ◽  
Viable Systems ◽  
Viable Systems Model ◽  
Systems Model ◽  
The Uk

Enabling Strategy Formulation by ICT

2008 ◽  
pp. 617-637 ◽  
Author(s):  
Dirk Vriens ◽  
Jan Achterbergh
Keyword(s):  
Competitive Intelligence ◽  
Strategy Formulation ◽  
Viable Systems ◽  
Viable Systems Model ◽  
Knowledge Processes ◽  
Systems Model

In this chapter the role of ICT for competitive intelligence is approached from the perspective of strategy formulation. The authors hold the view that competitive intelligence can be seen as knowledge necessary for the process of strategy formulation. To determine the role of ICT, it is proposed to examine (1) the process of strategy formulation, (2) the knowledge relevant for the process of strategy formulation and (3) the knowledge processes in which the intelligence relevant for the process of strategy formulation is produced and processed. If these three elements are clear, the role of ICT for competitive intelligence can be reformulated as the support of ICT for the knowledge processes, producing and processing the necessary intelligence for strategy formulation. In the chapter, the process of strategy formulation and the knowledge it requires will be described by using the Viable Systems Model of Stafford Beer. It results in an “ICT-architecture” for supporting the knowledge processes, producing the relevant knowledge for strategy formulation.

Enabling Strategy Formulation by ICT

2011 ◽  
pp. 85-113
Author(s):  
Dirk Vriens ◽  
Jan Achterbergh
Keyword(s):  
Competitive Intelligence ◽  
Strategy Formulation ◽  
Viable Systems ◽  
Viable Systems Model ◽  
Knowledge Processes ◽  
Systems Model

In this chapter the role of ICT for competitive intelligence is approached from the perspective of strategy formulation. The authors hold the view that competitive intelligence can be seen as knowledge necessary for the process of strategy formulation. To determine the role of ICT, it is proposed to examine (1) the process of strategy formulation, (2) the knowledge relevant for the process of strategy formulation and (3) the knowledge processes in which the intelligence relevant for the process of strategy formulation is produced and processed. If these three elements are clear, the role of ICT for competitive intelligence can be reformulated as the support of ICT for the knowledge processes, producing and processing the necessary intelligence for strategy formulation. In the chapter, the process of strategy formulation and the knowledge it requires will be described by using the Viable Systems Model of Stafford Beer. It results in an “ICT-architecture” for supporting the knowledge processes, producing the relevant knowledge for strategy formulation.

Quantitative analysis of viable systems model on software projects in the ICT sector in Castilla y León

Kybernetes ◽  
2015 ◽  
Vol 44 (5) ◽  
pp. 806-822 ◽  
Author(s):  
Julio César Puche Regaliza
Keyword(s):  
Quantitative Analysis ◽  
Structural Equation ◽  
Measurement Tool ◽  
Software Project ◽  
Software Projects ◽  
Content Type ◽  
Viable Systems ◽  
Viable Systems Model ◽  
Systems Model ◽  
Castilla Y Leon

Purpose – The purpose of this paper is to detect the degree of influence between applying the Viable Systems Model (VSM), developed by Stafford Beer, on a software project and its viability or success. Design/methodology/approach – The authors performed a quantitative analysis in which it was necessary to identify theoretical constructs of the VSM (Systems One to Five) and of the viability or success of the software project, measuring each of the indicators together. These indicators have been included in a questionnaire or standardised measurement tool, which was subsequently used for data collection by a number of companies in the information and communications technology sector in Castilla y León. The obtained data served as the basis for a number of results through the definition of a structural equation model. Findings – The results support the particular importance of Systems One and Four in a software project. In other words, software projects need to clearly define their operational elements (e.g. organisational units, business units, working environments, and working teams) and the relationships that appear between them. Additionally, in software projects it is necessary to determine the appropriate prevention actions to be able to observe the changes that take place in their environment and thus make decisions that allow the project to adapt to these changes. Originality/value – The originality is based on the VSM application in software projects organisation. The value is based on VSM formalisation and practical application, to overcome the criticism about its abstract nature.

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