This paper attempts to underpin the theoretical claim of the viable system model to specify the necessary and sufficient preconditions of organizations for viability.
A number of case studies are explored.
The evidence documented in the paper both corroborates the model's claim and provides evidence of its enormous diagnostic power.
The cases documented here cover a wide range of applications, thus underlining the vast potential of the VSM. The case studies exemplify the unparalleled strength of the model as a conceptual framework for better organizational diagnosis and design, and can therefore be used for didactic purposes.
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