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On many occasions, organizational science research has been referred to as fragmented and disjointed, resulting in a literature that is, in the opinion of many, difficult to navigate and comprehend. One potential explanation is that scholars have failed to comprehend that organizations are complex and intricate systems. In order to move us past this morass, we recommend that researchers extend beyond traditional rational, mechanistic, and variable-centered approaches to research and integrate a more advantageous pattern-oriented approach within their research program. Pattern-oriented methods approximate real-life phenomena by adopting a holistic, integrative approach to research wherein individual- and organizational-systems are viewed as non-decomposable organized wholes. We argue that the pattern-oriented approach has the potential to overcome a number of breakdowns faced by alternate approaches, while offering a novel and more representative lens from which to view organizational- and HRM-related issues. The proposed incorporation of the pattern-oriented approach is framed within a review and evaluation of current approaches to organizational research and is supplemented with a discussion of methodological and theoretical implications as well as potential applications of the pattern-oriented approach.

This introductory chapter elaborates some of the key ideas which shaped the concept of this book. The overriding idea is that autopoiesis theory has the potential to provide a unifying framework for the study of organizational phenomena in the 21st century. Although organization studies have recently had no shortage of new paradigms and approaches — such as postmodernism, phenomenology, ethnomethodology, reflexivity, and critical theory — the field seems to be expanding in ways that make it increasingly difficult to comprehend, especially for the uninitiated.

The purpose of this chapter is to examine the influence exerted on the thought of F.A. Hayek by the work of the biologist and founder of system theory, Ludwig von Bertalanffy. The author’s methodology includes textual analysis and archival work. It is argued first of all that Bertalanffy provided Hayek with a conceptual framework in terms of which he could articulate the philosophical significance of his theoretical psychology. In particular, Bertalanffy’s work afforded Hayek a set of concepts that helped him to articulate the relationship between mental and physical events – that is, between mind and body – implied by his theory. The second part of the chapter builds on the first by exploring how Hayek subsequently applied the abstract conceptual framework or ontology set out by Bertalanffy to the economy. In this way, Bertalanffy’s ideas helped Hayek to articulate and shape his emerging view of the economy as a complex adaptive system, which consists of different ‘levels of organisation’, which displays ‘structural’ or ‘emergent properties’, and which evolves over time on the basis of those group-level properties.

Boundaries are a popular topic among organizational researchers, many of whom argue that over the past decade we have witnessed a trend toward permeable boundaries and in some cases a blurring between organization and environment. Contrary to received wisdom, we argue that the question as to whether organizational boundaries have become more permeable or not cannot be decided empirically but is mainly a theoretical issue. Whether or not data indicate permeability or impermeability depends on the theoretical lens employed. Against this backdrop, we review how two prominent approaches to the study of boundaries, sociological systems theory and new institutionalism, not only arrive at different conclusions but also mandate diverging avenues of research. We focus in depth on several empirical trends: advances in information and communication technologies, increasingly dynamic fields and markets, invasive transparency regimes, and meta-organizations. We then introduce the contributions in this volume, showing how they elaborate on these and other empirical trends, drawing on different theoretical perspectives, to advance our understanding of the importance of boundaries within and around organizations.

Standard macro theories have the same analytical structure as their micro counterparts. Where micro theories work with equilibrium between supply and demand for particular products, macro theories work with equilibrium applied to aggregates of products. This common approach treats the micro–macro relationship as scalable, with macro variables being aggregations over micro variables. In contrast, we pursue a systems-theoretic approach to the micro–macro relationship. This relationship is not scalable and rather entails a disjunction between micro- and macro-levels of theory. While micro phenomena are still susceptible to choice-theoretic analysis, macro phenomena are products of ecological interaction and so entail emergent phenomena. Our alternative approach treats macro theory as a form of systems theory where the behavior of the system has properties that are not reducible to properties of the individual elements within that system. Besides sketching this alternative approach, we examine some of the different insights this approach offers into such topics as unemployment and stabilization.

Extending the argument made in Bushe and Marshak (2009) of the emergence of a new species of Organization Development (OD) that we label Dialogic, to differentiate it from the foundational Diagnostic form, we argue that how any OD method is used in practice will be depend on the mindset of the practitioner. Six variants of Dialogic OD practice are reviewed and compared to aid in identification of a Weberian ideal-type Dialogic Mindset, consisting of eight premises that distinguish it from the foundational Diagnostic Mindset. Three core change processes that underlie all successful Dialogic OD processes are proposed, and suggestions for future research offered.

Social space, the central construct in field theory, offers dialogic organization development a generative image similar to open systems for diagnostic OD. Social space imagery enables people to think, feel, and act in ways that exercise greater choice over the realities they construct and that construct them. This process is illustrated through a “transitional space” that enabled people with severe disabilities to overcome stigma and isolation. Social spatial imagery moves dialogic OD away from systems imagery and language, addresses ambivalence about self and mind, clarifies the meaning of reality, and reconnects it to its Lewinian roots.

This chapter explores the ways in which cybernetics influenced the works of F. A. Hayek from the late 1940s onward. It shows that the concept of negative feedback, borrowed from cybernetics, was central to Hayek’s attempt to explain the principle of the emergence of human purposive behavior. Next, the chapter discusses Hayek’s later uses of cybernetic ideas in his works on the spontaneous formation of social orders. Finally, Hayek’s view on the appropriate scope of the use of cybernetics is considered.