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Lee Dyer & Jeff Ericksen

In: The SAGE Handbook of Human Resource Management

Chapter 26: Complexity-Based Agile Enterprises: Putting Self-Organizing Emergence to Work

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Complexity-Based Agile Enterprises: Putting Self-Organizing Emergence to Work
Complexity-based agile enterprises: Putting self-organizing emergence to work

You are unlikely to see the future if you're standing in the mainstream.

Gary Hamel

Path breaking is a lot more rewarding than benchmarking

Gary Hamel and C.K. Prahalad

We live in turbulent times. Many organizations currently operate, either by choice or chance, in a maelstrom of fickle customers, shifting markets, rapid-fire technological change, and obsolescing business models. Traditional notions of strategizing, organizing, and resource management, including human resource management, that have served so well for so long are increasingly being challenged. Accordingly, some firms that compete in dynamic market places characterized by turmoil and frequent upheavals are on the lookout for new and more appropriate ways of doing business (e.g., Hamel and Valikangas, ...

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