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The purpose of this paper is to juxtapose chaos theory with organizational learning theory to examine whether public organizations co-evolve into a new order or rather institutionalize newly gained knowledge in times of a highly complex public health crisis.

The research design utilizes the results from a survey administered to 200 emergency management and public health officials in the Dallas–Fort Worth metroplex.

The findings of this paper suggest that public entities were more likely to represent organizational learning through the coordination of professionals, access to quality information, and participation in daily communication. Leadership was associated with the dissemination of knowledge through the system rather than the development of new standard operating procedures (as suggested by chaos theory and co-evolution).

There are limitations to this study given the purposive sample of emergency management and public health officials employed in the Dallas–Fort Worth metroplex.

The authors find that public organizations that learn how to respond to unprecedented events through reliance on structure, leadership, and culture connect decision makers to credible information resulting in organizational learning.

As a result, public administrators need to focus and rely on their organization’s capacity to receive and retain information in a crisis.

This research contributes to our understanding of organizational learning in public organizations under highly complex public health situations finding decisions makers rely on both organizational structure and culture to support the flow of credible information.

This paper aims to contribute to understanding of strategy development by reporting a detailed case study of one pharmaceutical company over an 11‐year period using a framework for classifying strategic actions developed from a broader study of strategic behaviour in the industry.

The paper utilises a longitudinal text analysis using published documentary sources to explore the strategic actions and grand strategies realised by Bioglan during 1992‐2002.

The findings develop concepts from the economics, ecology and strategy literature in order to highlight that, rather than strategy research focusing on “with whom and how do firms compete?” the emphasis should be on “with whom and how do firms co‐evolve?”

The paper only explored the realised strategies of one firm during an 11‐year period using only published documentary sources.

Previous research does not appear to have explored the evolution and co‐evolution of a firm's strategic actions prior to its death, a gap that this paper aims to help to fill.

This study aims to answer the question of how business models (BMs) maintain stability while coping with environmental uncertainties. This study proposes a dynamic co-evolution of knowledge management and business model transformation based on a comparative analysis of the focal firms’ BMs and their main partners in two e-commerce ecosystems in China.

The open data of listed companies regarding the introduction of emerging topics on the transformation tendency of BMs in the post-COVID-19 business world is qualitatively analysed. The theoretical foundation is based on a critical review of the literature.

Three aspects of the co-evolution between knowledge management and business model transformation are introduced. These three aspects are as follows: knowledge integration helps with multi-system business integration and decision-making collaborations; knowledge sharing helps to enhance cognitive ability and network value based on businesses; and the creation of new knowledge helps enrich the knowledge base and promote the transformation of BMs.

Solely attributing a firm’s ability to cope with environmental uncertainties to its business model weakens the importance of its knowledge management. This study argues that the co-evolution between knowledge management and business model transformation also plays a key role in a firm’s response to issues post-COVID-19.

This study calls for the development of a normative theory of co-evolution between knowledge management and business model transformation, implying uncharted territories of knowledge management based on interaction with business model designs in e-business ecosystems.

Purpose – This chapter focuses on the role evolution has played in our development of politics and public policy and reviews the theoretical approaches and studies of the last decade that address biopolitics and evolution, such as the “gene-culture co-evolution theory.”

Design/methodology/approach – In this chapter some of these theoretical developments will be reviewed, including what has been called the “Synergism Hypothesis,” with particular emphasis on what is relevant for understanding the role of politics and public policy in the evolutionary process.

Findings – A new, multileveled paradigm has emerged in evolutionary biology during the past decade, one which emphasizes the role of cooperative phenomena in the evolution of complexity over time, including the evolution of socially organized species such as humankind. I refer to it as “Holistic Darwinism.”

Practical implications – This study develops an understanding of the complicated relationship between human biology and the role of evolution in shaping politics and public policy.

Originality/value – This study addresses several existing biopolitical concepts and presents new explanations and terminology for its understanding.

This article revisits Nicolas Carr's popular Harvard Review article IT Doesn't Matter on its ten-year anniversary. The purpose is to analyze Carr's argument by analyzing the development of the argument itself as opposed to finding exceptions to the argument, which has been done in the past.

The authors use co-evolutionary theory as a case against Carr's argument by showing that Carr has only looked at the growth of IT from a population ecology perspective and has failed to anticipate the adaptive nature of IT within the organization.

The authors show that Carr's new rules for IT management may not be applicable if viewed through the lens of the three principles of self-renewing organizations espoused by co-evolutionary theory.

The authors provide a new basis for evaluating the strategic nature of IT and offer a background for future research and case studies into evaluating IT strategic competitive advantage within the organization.

The research provides guidelines for organizations to better decide how to strategically implement IT to more fully utilize its capabilities.

The paper provides a new method for refuting a popular article by attacking the argument as opposed to finding exceptions to the argument. This is valuable to those who wish to evangelize the strategic capacity of IT within the organization.

The purpose of this study is to explore the conceptualisation of co-evolution using a corporate history research approach. While the application of the co-evolutionary perspective to the organisational-environmental relationships has uncovered significant evidences, little is understood about how the co-evolutionary process occurs over time between organisations and their institutional environment.

A co-evolutionary corporate history approach in used, as the authors investigated Sainsbury’s historical trajectory, exploring the role specific family members played in the evolution of the firm and the co-evolution of Sainsbury’s with its environment. This research design framework encompasses longitudinal archival analysis which incorporates both external and internal engagement which fostered Sainsbury’s joint evolution.

The findings from this study clearly suggest that certain organisations can and do co-evolve with their environment. However, organisations need to build legitimate cases for co-evolution to occur. In addition, they need to acquire certain resources that can be used to stimulate changes within their institutional environment.

Through a corporate history archival analysis, this study presents a UK company’s evolutionary narrative. The authors contribute to the growing literature on co-evolution in management studies by presenting a detailed historical narrative and interpretation of Sainsbury’s evolution at different time periods.

The purpose of this chapter is to explore the role of the home country government in the internationalization of multinationals from emerging markets. This is an important topic because governments play a greater role in BRIC countries. We build upon the literature on non-market strategy, extending this to emerging market multinationals.

We ground our arguments based on a multimethod case study of Vale, a Brazilian mining multinational.

Our study suggests that the role of home country governments is crucial for internationalization of firms from emerging markets, but also that it changes over time, is complex, and context-specific. We suggest that non-market strategy development is a process of co-evolution that is intricately linked to both external and internal factors.

These findings are of relevance to emerging markets where governments are less constrained and perhaps more inclined to intervene in the private sector due to a legacy of state-led growth.

We tease out unique links between market shifts, government tactics, and firm strategies. Our study shows the need to shift our attention to home country non-market pressures as an explanatory factor for internationalization trajectories.

Triple helix theory stresses co‐evolution and interaction among governments, enterprises and universities, and is paid great attention by governments, universities and enterprises worldwide. The purpose of this paper is to investigate the role that Chinese government R&D investments play in the interaction between enterprises and universities.

Basing on provincial panel data of Chinese universities from 2004‐2010, the impact of government R&D investments on patent technology transfer activities of Chinese universities is studied by empirical analysis. More specifically, the paper examines the impact of both Chinese government R&D funding and national R&D programs on the number and the revenue of patent technology transfer contracts.

The study finds that the amount of government R&D funding and the number of 973 Programs in one region have significantly increased the number and the revenue of patent technology transfer contracts in that region. Moreover, the number of National S&T Pillar Programs, 863 Program and National Natural Science Foundation Program are also determinants of the number of patent technology transfer contracts.

This paper studies government's role in university‐enterprise patent technology transfer activities in a Chinese context. It reveals a government‐dominant position to promote patent technology transfer activities in Chinese triple helix model. It also provides a reference for decision makers in governments, industries and universities.

In the late 2000s, the Ultimate Fighting Championships (UFC) emerged to become the dominant mixed martial arts (MMA) organisation, bringing the sport to mainstream acceptance. The purpose of this paper is to draw on theories of co-evolution and positive feedbacks to provide insights into how the UFC has assumed this dominant position.

A single historical case study is compiled drawing on data from a number of sources, including the UFC, US State Athletic Commissions, MMA web sites and prior UFC-related academic literature.

A number of significant growth dynamics are identified, including interconnections between the increase in free-to-air events and the generation of new UFC fans and revenues; the increased financial rewards to successful fighters that allows them to improve the quality of their training and the improved quality of UFC content; and the accumulation of a critical mass of high-level fighters that increases the reputation of the UFC and the increased attraction of new fighters to the organisation.

Further in depth studies are necessary to substantiate and quantify the interconnections identified in this paper.

The paper provides insights for other non-mainstream sports organisations that are attempting to grow their participation and viewership.

The emergence of new sports and sports organisations such as the UFC with global appeal and significant commercial returns is infrequent. This study contributes to the need for understanding of how new sports enter the mainstream and the role that governing organisations such as the UFC play in achieving this transition.

The synthetic application and interaction of/between the internet, Internet of Things, cloud computing, big data, Industry 4.0 and other new patterns and new technologies shall breed future Web-based industrial operation system and social operation management patterns, manifesting as a crowd cyber eco-system composed of multiple interconnected intelligent agents (enterprises, individuals and governmental agencies) and its dynamic behaviors. This paper aims to explore the basic principles and laws of such a system and its behavior.

The authors propose the concepts of crowd science and engineering (CSE) and expound its main content, thus forming a research framework of theories and methodologies of crowd science.

CSE is expected to substantially promote the formation and development of crowd science and thus lay a foundation for the advancement of Web-based industrial operation system and social operation management patterns.

This paper is the first one to propose the concepts of CSE, which lights the beacon for the future research in this area.