Simulating Self-Organization during Strategic Change: Implications for Organizational Design


Self-organization- a characteristic of complex adaptive systems (CAS) has been explored in organizational research- in management theory [Mihm et al. 2003; von Foerster 1984], firm internationalization [Chandra and Wilkinson 2017], organizational design [Clement and Puranam 2017], and strategic change [Foster 2015]. Newer organizational forms such as networks and zero-hierarchy companies that hold the promise of self-organization are gaining prominence [Puranam et al. 2014], and theoretical organizational modeling is a useful technique to study them proactively via simulation [Puranam et al. 2015; Simon 1976]. In this paper, we introduce a nature-inspired model to understand self-organization of collaborative groups in three archetypal organizational designs- i. fully-networked, ii. siloed, and iii. dynamic, where each design controls intra-managerial communication in specific ways, and each member has reactive or perceptive behavioral tendencies.

In Collective Intelligence 2019, ACM SIGCHI
Click the Cite button above to demo the feature to enable visitors to import publication metadata into their reference management software.
Ananya Sheth
Ananya Sheth
Post-Doctoral Research Fellow

My research interests include Enterpise Resilience, Innovation Science, Complex Socio-technical Grand Challenges, and Evolutionary Leadership.