Implications of complexity and chaos theories for organizations that learn

The Learning Organization

Volumn 10, Issue 6, 2003, Pages 321-324

  Smith, Peter A C ^a  

^a Leadership Alliance Inc   (Canada)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84986099084     PISSN: 09696474     EISSN: 1758905     Source Type: Journal    
DOI: 10.1108/09696470310497140     Document Type: Article

References (8)

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2. Gratton, L. (2000), Living Strategy: Putting People at the Heart Of Corporate Purpose, Pearson Education, London.
3. Lawrence, P.R. and Nohria, N. (2002), Driven: How Human Nature Shapes Our Choices, Jossey-Bass, San Francisco, CA.
4. Mendenhall, M.E., Macomber, J. and Cutright, M. (2000), “Mary Parker Follett: Prophet of chaos and complexity”, Journal of Management History, Vol. 6 No. 4.
5. Smith, P.A.C. (1999), “The learning organization ten years on: A case study”, The Learning Organization, Vol. 6 No. 5, pp. 217-24.
6. Smith, P.A.C. and Saint-Onge, H. (1996), “The evolutionary organization: Avoiding a Titanic fate”, The Learning Organization, Vol. 3 No. 4, pp. 4-21.
7. Smith, P.A.C. and Sharma, M. (2002a), “Developing personal responsibility and leadership traits in all your employees: Part 1 - shaping and harmonizing the high-performance drivers”, Management Decision, Vol. 40 No. 8, pp. 764-74.
8. Smith, P.A.C. and Sharma, M. (2002b), “Developing personal responsibility and leadership traits in all your employees: Part 2 - optimally shaping and harmonizing focus, will and capability”, Management Decision, Vol. 40 No. 9, pp. 814-22.