Self-organization of complex adaptive systems as a society of rational agents

1998 ◽  
Vol 2 (4) ◽  
pp. 189-195 ◽  
Author(s):  
Akira Namatame ◽  
Takanori Sasaki
Keyword(s):  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Self Organization ◽  
Rational Agents ◽  
Complex Adaptive

Inverse infrastructures: self-organization in the water services

Water Policy ◽  
2014 ◽  
Vol 17 (2) ◽  
pp. 299-315 ◽  
Author(s):  
Ossi Heino ◽  
Ari-Veikko Anttiroiko
Keyword(s):  
Urban Communities ◽  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
The Self ◽  
Self Organization ◽  
Complex Adaptive ◽  
Local Actors ◽  
Infrastructure Services ◽  
The Town ◽  
Autonomous Infrastructures

In urban communities, infrastructures that support living are indispensable. There is increased interest in alternative ways of providing such support systems, including semi-autonomous infrastructures resulting from the self-organization of local actors. In this study, we analyze the emergence and management of such infrastructures in light of the theory of complex adaptive systems, within which they are called ‘inverse infrastructures’. Empirical evidence is drawn from the case of water cooperatives in the town of Ikaalinen, Finland. Our analysis shows that, with favorable preconditions in place, inverse infrastructures may contribute significantly to local infrastructure services and so also to the functioning of society.

scholarly journals Collaboration Among Agents of a Human System to Create Distributed Value

2020 ◽  
Vol 6 (1) ◽  
pp. 47-60
Author(s):  
Michael J. Fratantuono
Keyword(s):  
Complex Adaptive Systems ◽  
Business Strategy ◽  
Adaptive Systems ◽  
General Framework ◽  
Self Organization ◽  
Complex Adaptive ◽  
Resources And Capabilities ◽  
Model Components ◽  
High Level ◽  
Generic Agents

Purpose: This article presents a model that the author calls the Collaborative Enterprise (CE). It serves as a general framework for thinking about all collaborations. Distinguishing feature: The CE focuses first on the purpose of a collaboration, and it then turns to participants, resources and capabilities, and processes. It illustrates the relevance of the model with three mini-case studies. Model type: The model is developed via schematic diagrams and narrative explanation. Model components: The CE posits four generic agents that collectively leverage resources and capabilities as they engage in a structured series of processes. Model attributes: The CE illustrates combinations of self-organization and hierarchy among agent types and emphasizes key processes in a collaboration. Literature: Literature from business strategy; organizational theory; and basic systems theory, including complex adaptive systems, inform the CE. Key insights: The purpose of the CE is to create distributed value by launching initiatives in functional arenas to shape the determinants of high-level goals. Implications: Success in creating distributed value is possible but challenging.

1. Complex systems

2014 ◽  
Author(s):  
John H. Holland
Keyword(s):  
Complex Systems ◽  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Tropical Rainforest ◽  
Hierarchical Organization ◽  
Self Organization ◽  
Physical Systems ◽  
Complex Adaptive ◽  
Distinctive Property ◽  
Adaptive Interaction

What is complexity? A complex system, such as a tropical rainforest, is a tangled web of interactions and exhibits a distinctive property called ‘emergence’, roughly described by ‘the action of the whole is more than the sum of the actions of the parts’. This chapter explains that the interactions of interest are non-linear and thus hierarchical organization is closely tied to emergence. Complex systems explains several kinds of telltale behaviour: emergent behaviour, self-organization, chaotic behaviour, ‘fat-tailed behaviour’, and adaptive interaction. The field of complexity studies has split into two subfields that examine two different kinds of emergence: complex physical systems and complex adaptive systems.

The Strategic Execution in VUCA World through the Perspective of Complexity Theory for Malaysian Government Link Companies

2021 ◽  
Vol 21 (1) ◽  
pp. 19-26
Author(s):  
W. M. A. Wan Md Syukri ◽  
M. Y. Muhamad Roslan ◽  
A. R. Zulhasni
Keyword(s):  
Complexity Theory ◽  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Innovation Process ◽  
Self Organization ◽  
Complex Nature ◽  
Literature Reviews ◽  
Complex Adaptive ◽  
Strategic Execution ◽  
Malaysian Government

Dynamic and rapidly changing nature of world can only be described by the term VUCA. Speed, agility, flexibility and many other words which are initially used only to describe the ability of an athlete has become the frequent terms for reflecting the capability of the leadership and employees in an organization which takes the organizations towards the heights of success. This paper looking at the interconnectivity between VUCA view and Complexity Theory in Malaysian Government Link Companies by exploring latest literature reviews. Complex adaptive systems are explicitly incorporating features in its theoretical paradigm that reflect the dynamic and complex nature of innovation process, and self-organization in the context of business and social organizations.

scholarly journals Explaining the emergence of team agility: a complex adaptive systems perspective

2018 ◽  
Vol 31 (3) ◽  
pp. 819-844 ◽  
Author(s):  
Karl Werder ◽  
Alexander Maedche
Keyword(s):  
Software Development ◽  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Self Organization ◽  
Agile Development ◽  
Central Process ◽  
Content Type ◽  
Development Teams ◽  
Complex Adaptive ◽  
Agile Software

Purpose Agile software development helps software producing organizations to respond to manifold challenges. While prior research focused on agility as a project or process phenomenon, the authors suggest that agility is an emergent phenomenon on the team level. The paper aims to discuss this issue. Design/methodology/approach Using the theory of complex adaptive systems (CASs), the study captures the multiple influencing levels of software development teams (SDTs) and their interplay with self-organization and emergence. The authors investigate three agile SDTs in different contextual environments that participate with four or more different roles each. Findings The results suggest self-organization as a central process when understanding team agility. While contextual factors often provide restriction on self-organization, they can help the team to enhance its autonomy. Research limitations/implications The theoretical contributions result from the development and test of theory grounded propositions and the investigation of mature agile development teams. Practical implications The findings help practitioners to improve the cost-effectiveness ratio of their team’s operations. Originality/value The study provides empirical evidence for the emergence of team agility in agile SDTs. Using the lens of CAS, the study suggests the importance of the team’s autonomy.

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