Simulation of the Emergence of the Organizational Competence: Context-for-Learning

Abstract

This paper applies a complexity-theory-based simulation to the diverse field of organizational behavior. The specific form or level of competency emerges from the involved people and resources and the interactions among them. This paper focuses on an organizational competency of being capable to change which arises from the set of individuals involved (a leader and direct reports) and their interactions. This model is a simplified version of reality that may provide insight into the complex processes of organizations. The Context-for-Learning (CFL) competency is based on the work of Black and Boal 1997. Leader behavior is based on Quinn's competing values framework (1984, 1988). In addition to complexity theory, the simulation uses social constructivism to explain the coevolution of the individual, leader, and organizational capabilities. Using the same set of individual responses for a set of subordinates and varying leader behavior, we examine the resulting level of organizational CFL. This simulation demonstrates that leader behavior impacted the level of the emerging CFL in ways that were unique to individual leaders. Even two “good” leaders had surprisingly different impacts.

Citation

Black, J.A., Phillip King, J. and Oliver, R.L. (2005), "Simulation of the Emergence of the Organizational Competence: Context-for-Learning", Sanchez, R. and Heene, A. (Ed.) Competence Perspectives on Resources, Stakeholders and Renewal (Advances in Applied Business Strategy, Vol. 9), Emerald Group Publishing Limited, Leeds, pp. 275-304. https://doi.org/10.1016/S0749-6826(05)09013-X