Striving for Sustainable Organizational Changes in Hypercomplex Settings

Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

Resumé

Abstract
Conceptual paper
Purpose
This article contains a luhmannian system theoretical conceptualization of how a long chain of re-entries may evolve through translation processes in striving for sustainability. However, this chain may be vulnerable towards stiff PMS systems.

Design/methodology/approach
1. Clarifying this articles understanding of the interrelated emergence of human resource management, new public management and performance management systems as producing a shared reservoir of semantics shaping other social systems through translation processes, structural coupling and coevolution
2. Conceptualizing how a long chain of re-entries, representing an increasing order of observation and reflection, evolves in the domain of HRM as a reaction to the increasing complexity and as striving for sustainability,
3. As another analytical layer the article compares a previous conceptualization of different types of PMS to the levels of re-entry conceptualized in step 2

Findings
This allows revealing the interplay of different types of PMS systems and whether they hinder or stabilize this long and vulnerable chain of re-entries needed in the striving for sustainable organizational changes in hypercomplex settings.

Practical implications
Has strategic interest when developing and implementing performance management and measurement systems in both public and private sectors, and contributes to a discussion on, what it means to have adequate measures for success and failure, and to enable organizational development (OD) to address the big question of the day.

Originality/Value:
The article adds to organizational development, HRM, NPM and performance management by providing a conception on, what it takes to become reflective of a higher order as to strive towards sustainability in hypercomplex settings.
OriginalsprogEngelsk
TidsskriftJournal of Accounting & Organizational Change
ISSN1832-5912
StatusAfsendt - 2017

Emneord

  • Performance management, HRM, NPM, Luhmann, reentry, striving for sustainability

Citer dette

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author = "Margit Neisig",
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Striving for Sustainable Organizational Changes in Hypercomplex Settings. / Neisig, Margit.

I: Journal of Accounting & Organizational Change, 2017.

Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

TY - JOUR

T1 - Striving for Sustainable Organizational Changes in Hypercomplex Settings

AU - Neisig, Margit

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N2 - AbstractConceptual paperPurposeThis article contains a luhmannian system theoretical conceptualization of how a long chain of re-entries may evolve through translation processes in striving for sustainability. However, this chain may be vulnerable towards stiff PMS systems.Design/methodology/approach1. Clarifying this articles understanding of the interrelated emergence of human resource management, new public management and performance management systems as producing a shared reservoir of semantics shaping other social systems through translation processes, structural coupling and coevolution2. Conceptualizing how a long chain of re-entries, representing an increasing order of observation and reflection, evolves in the domain of HRM as a reaction to the increasing complexity and as striving for sustainability,3. As another analytical layer the article compares a previous conceptualization of different types of PMS to the levels of re-entry conceptualized in step 2FindingsThis allows revealing the interplay of different types of PMS systems and whether they hinder or stabilize this long and vulnerable chain of re-entries needed in the striving for sustainable organizational changes in hypercomplex settings.Practical implicationsHas strategic interest when developing and implementing performance management and measurement systems in both public and private sectors, and contributes to a discussion on, what it means to have adequate measures for success and failure, and to enable organizational development (OD) to address the big question of the day.Originality/Value: The article adds to organizational development, HRM, NPM and performance management by providing a conception on, what it takes to become reflective of a higher order as to strive towards sustainability in hypercomplex settings.

AB - AbstractConceptual paperPurposeThis article contains a luhmannian system theoretical conceptualization of how a long chain of re-entries may evolve through translation processes in striving for sustainability. However, this chain may be vulnerable towards stiff PMS systems.Design/methodology/approach1. Clarifying this articles understanding of the interrelated emergence of human resource management, new public management and performance management systems as producing a shared reservoir of semantics shaping other social systems through translation processes, structural coupling and coevolution2. Conceptualizing how a long chain of re-entries, representing an increasing order of observation and reflection, evolves in the domain of HRM as a reaction to the increasing complexity and as striving for sustainability,3. As another analytical layer the article compares a previous conceptualization of different types of PMS to the levels of re-entry conceptualized in step 2FindingsThis allows revealing the interplay of different types of PMS systems and whether they hinder or stabilize this long and vulnerable chain of re-entries needed in the striving for sustainable organizational changes in hypercomplex settings.Practical implicationsHas strategic interest when developing and implementing performance management and measurement systems in both public and private sectors, and contributes to a discussion on, what it means to have adequate measures for success and failure, and to enable organizational development (OD) to address the big question of the day.Originality/Value: The article adds to organizational development, HRM, NPM and performance management by providing a conception on, what it takes to become reflective of a higher order as to strive towards sustainability in hypercomplex settings.

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SN - 1832-5912

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