Imagining Niklas Luhmann as a “change manager” : scrum as an example of a closed system for the self-organized stabilization of corporate agility
Purpose: Systems theory is frequently discussed. The aim of the contribution is to elaborate what is to be advised with the idea of closed systems regarding change management. Design/methodology/approach: This paper follows Niklas Luhmann and his so-called “autopoietic turn.” It provides a profound theoretic basis, from which the needs and requirements of the post-heroic management emerge. The implications of this specific approach to change management are demonstrated by means of the contemporary example of scrum. The applied method is literature review. Findings: This contribution seeks to understand the relevance of closed systems within change management. Especially, the meaning of indirect strategies of control as a requirement for change management will be shown. That means Luhmann emphasizes the pessimism of traditional change management. The findings emphasize the meaning of self-organizing systems predicating by means of observation, which configurates corporate agility. Research limitations/implications: Systems theory often suffers from lack of empirical evidence, as systems are multi-complex. As an alternative, in this study, a literature-based discussion of the contemporary agile project management technique “scrum” is used. Practical implications: The meaning of power in management shifts from formal to informal or soft power, e.g. the ability to promote self-binding processes. Thus, closed systems emphasize the need to look for alternatives for change management. Originality/value: Characterizing Luhmann as a hidden champion of contemporary management as modern management tools like hackathons or crowdsourcing also benefit from closed systems.
Year of publication: |
2020
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Authors: | Lies, Jan |
Published in: |
Journal of Organizational Change Management. - Emerald, ISSN 0953-4814, ZDB-ID 2020442-5. - Vol. 33.2020, 7 (24.08.), p. 1417-1429
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Publisher: |
Emerald |
Saved in:
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