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This paper takes the view that the design of information systems which both do the job they were designed for and are culturally acceptable is rare, and that the problem does not lie squarely at the door of unreliable technology or bad systems design. The number of methodologies available which are intended to enable us to design and build information systems has grown rapidly over the last decade or so; one of the outcomes of this is a number of highly structured and mechanistic formulae which assume that people know from the outset what information they want, where they want it to go and how they want it to be delivered. This paper argues that this general assumption is false and has resulted in inadequate and inflexible information systems which quickly assume dinosaur status, or which are rejected by users. A common prerequisite of such methodologies is that a problem has been defined (which the eventual system will solve), and that the organisational and cultural context within which the problem exists is agreed and understood. This is of course sometimes the case but it should not be assumed to be generally true. The view is taken here that more effective information systems are designed when some time is spent at the beginning of the analysis exploring the environment in which the system will operate, and account is taken of the possibly different views of this which may be held by people who work within the situation. Additionally, distinctions need to be made between what information is needed and how it will be delivered. This could be viewed as an important distinction between information and communication systems which has to be understood before organisations can make expensive procurement decisions about communications technology and hardware. The outcome of this process would be an analysis of information requirements using models which were closer to agreed views of the situation. It could also of course usefully generate debate about desired changes to current systems and therefore would be more likely to result in the design of information systems which matched organisational strategy and development. Checkland's Soft Systems Methodology is examined as a useful methodology to use in this context. Its fundamental features are described and examples of models are shown to demonstrate how the methodology can facilitate analysis of communication requirements.

Oil is the natural resource recognized as the most important source of revenue in oil-dependent countries and is most often referred to as being susceptible to corruption owing to its strategic importance. A major challenge in addressing and encountering the problems in complex social systems, such as corruption, is how to structure the problematic situation and how to capture mental models of the stakeholders involved in the situation, and also how to identify the system’s behavior in response to various policy intervention attempts in the long run. This study aims to shed new lights on modeling and simulating corrupt system of the oil industry, as a complex social system needed to be structured according to social system theories’ principles.

Parson’s theory is applied as a basic framework to capture the complexities of a corrupt system, dividing the system into political and structural, economic, legal and judicial and cultural and social sub-systems. Then soft system dynamics methodology, which is a combination of the two well-known methodologies, soft system methodology and system dynamics, is applied to model and simulate the complexities involved in the oil industry of Iran, which owns the second-largest oil reservoir in the world and its economy is much dependent on the oil revenue, struggles with corruption, and plans for a large amount of anti-corruption activities.

After simulating and calibrating the model, three groups of policies, namely, “reducing corruption opportunities,” “reducing corruption demand,” and “increasing anti-corruption capacity” are implemented in the model. As to the simulation results, due to the mutual inter-causality of opportunity and demand for corruption, individual application of each group of policies will not be helpful for long, rather a combination of policies will conduce to substantial improvements in declining corruption in the oil industry.

The developed model addresses the dynamics of the complex socio-economic system of corruption in the system of oil industry via modeling and simulation. The developed four-dimension system dynamics framework could be considered as a guidance for corruption modeling in general and as a basic model for corruption modeling of oil-dependent countries’ systems in particular.

Soft systems methodology (SSM) is a procedure for achieving improvement in human activity systems which has been applied in a wide variety of practical instances. POSIT ‐ a marketing mnemonic ‐ is a conceptual approach to marketing and its components, which also has been employed to analyse both practical situations and the subject of marketing itself. SSM and POSIT, although distinct, have features in common which are explored in this paper. A reader‐friendly simulation of SSM is taken as an example to show the relationships of the two methodologies in the analysis of marketing as an indicative human activity system.

The introduction of robots as value-adding “workers” on the shop floor triggers complex changes to manufacturing work. Such changes involve highly entangled relationships between technology, organisation and people. Understanding such entanglements requires a holistic assessment of contemporary robotised manufacturing work, to anticipate the dynamically emerging opportunities and risks of robotised work.

A systematic literature review of 87 papers was conducted to capture relevant themes of change in robotised manufacturing work. The literature was analysed using a thematic analysis approach, with Checkland’s soft systems thinking as an analytical framework.

Based on the literature analysis, the authors present a systemic conceptualisation of robotised manufacturing work. Specifically, the conceptualisation highlights four entangled themes of change: work, organisation of labour, workers’ (experiences) and the firm’s environment. Moreover, the authors discuss the complex patterns of interactions between these objects as relationships that defy straightforward cause–effect models.

The findings draw attention to complex interactions between robotisation and manufacturing work. It can, therefore, inform strategic decisions and support projects for robotisation from a holistic perspective.

The authors present a novel approach to studying and designing robotised manufacturing work as a conceptual system. In particular, the paper shifts the focus towards crucial properties of the system, which are subject to complex changes alongside the introduction of robot technology in manufacturing. Soft systems thinking enables new research avenues to explain complex phenomena at the intersection of robotisation and manufacturing work.

Today the garment industry in México is vulnerable to complex problems. This type of industry is subject to influences which over time, modify the perceptions of those involved in the design process due to the fact that they face problems that have both objective and subjective characteristics. In this study the authors used interviews, direct observation methodology, and theoretical argumentation to obtain the experts knowledge as they describe the problems that arise in the process of garment design for Mexican markets. The purpose of this paper is to generate a methodology so that the expert in this field will become highly specialized, resulting in heightened abilities and reinforcing them with the methodology of soft systems and the design management model (DMM). The results suggest that they are applicable to any area of design.

The success or failure of expert system (ES) depends directly on the acquisition of knowledge (Méndez-Gurrola, 2007, 2012), to accomplish that, three large groups of techniques are used to extract that knowledge: manual, semiautomatic, and automatic. Within the group of manual techniques, interviews, protocol analysis, questionnaires, direct on site observation, and the extraction of closed curves are emphasized. This technique is chosen for its ability to extract the particular type of knowledge being sought. The knowledge of the dominion expert in the design process applied to the clothing industry in México is based on processes and at the same time is episodic, meaning that part of the procedure is automated and each step of the process triggers the next. This knowledge is also based on experience which is of an autobiographical nature.

First, when one simulates human behavior, the hardest thing is to choose a knowledge representation that conforms as closely as possible to its emulation. According to, choosing a given type of knowledge representation is an art that is discovered little by little. And this is true as one designs and assembles a representation, when one realizes how far the authors are from imitating the design of the human brain processes, and discovers or invents methodologies to achieve it, combining the results of investigations into knowledge representation, cognitive psychology, and cognitive engineering. Second, solving any complex situation in the design process function of the clothing industry is no easy task. It requires plenty of experience in the manufacturing process. One needs the ability to identify the signals emitted by complex situations, and being able to stop them in time before they create irreversible damage. By merging the soft system methodology (SSM) and DMM with the experts’ abilities and knowledge (the result being the EXITUS model (EM)), makes knowledge modeling possible. A problem cannot be solved if it is unknown, if the problem persists and grows it becomes more complex. By describing a problem, based on: its origin, its relationship, and its effects, it also confers the ability to solve it. Thereby, an SBC with the characteristics presented in this paper, not only improves the design process function as a whole, it also contributes to achieving corporate success. Finally, it influences directly on: a quality product; market positioning; and good economic results. First, the SBC-EXITUS was tested and endorsed by expert management designers. When a designer identifies a complex problem using the SBC-EXITUS system, he is capable of verifying its existence with facts and real life situations. This enables quicker decision making decisions, which saves time and money, due to the fact that a non-desirable state of affairs may be contemplated in advance. Fourth, in this project an SBC named SBC-EXITUS has been implemented using the SSM and the DMM, with the purpose of detecting possible problems in the design process of the clothing industry. Its implementation is developed by the use of production rules. Fifth, utilizing the methodology and the production rules like knowledge representation technique, make possible to acquire dominion knowledge in complex problems as in the study case clothing industry in México. This approach is also applicable to other areas of design.

Utilizing the methodology and the production rules like knowledge representation technique, make possible to acquire dominion knowledge in complex problems as in the study case clothing industry in México. This approach is also applicable to the garment industry in the international context, as well as to other areas of design such as architecture, furniture, and others. The EM is a generic methodology. In this research and case, it has been applied in a design process within the garment industry, specifically in a case in Mexico. Yet this does not limit its use in a different context and problem situation. Having in mind the difference between countries in aspects such as sponsoring, technology, worker skills, marketing, etc. the tools for diagnostics in the Appendix 2, may be adapted to each context with enriched questions directed to specific aspects involved. Every new application allows facts and production rules that make the use of ES more efficient.

The ES-EXITUS was tested and endorsed by expert management designers. When a designer identifies a complex problem using the ES-EXITUS, he is capable of verifying its existence with facts and real life situations. This enables quicker decision making decisions, which saves time and money, due to the fact that a non-desirable state of affairs may be contemplated in advance.

Solving any complex situation in the design process function of the clothing industry is no easy task. It requires plenty of experience in the manufacturing process. One needs the ability to identify the signals emitted by complex situations, and being able to stop them in time before they create irreversible damage. By merging the SSM and DMM with the experts’ abilities and knowledge (the result being the EM), makes knowledge modeling possible. A problem cannot be solved if it is unknown, if the problem persists and grows it becomes more complex. By describing a problem, based on: its origin, its relationship and its effects, it also confers the ability to solve it. Thereby, an SBC with the characteristics presented in this paper, not only improves the design process function as a whole, it also contributes to achieving corporate success. Finally, it influences directly on a quality product, market positioning, and good economic results.

KM is increasingly imperative as it is regarded as the key determinant of a firm, industry or country for survival and growth in knowledge era. Varieties of disciplines have made contributions to knowledge and knowledge management. Research focuses on one or more specific fields, but to understand which levels of knowledge processes knowledge management should concentrate on, should be more fundamental than advocacy of knowledge management. Knowledge‐related matters were examined from the viewpoint of systems science. Using critical systems thinking, soft systems thinking etc., a new systematic perspective on knowledge was proposed, aiming to provide a new way of thinking and a useful toolbox on different levels and phases of knowledge management for practical knowledge users.

The purpose is to forward systems theory one more step towards social theory and integrate problem-solving and theory-building, and search for the integration and unity of science by revealing the nature and role of critical systems thinking (CST).

This article describes relations between systems theory and social theory in three parts. First, it examines the links of systems methodologies with three social science approaches as well as the role of CST. Second, the focus of theory and the form of explanation are discussed from critical social science (CSS) perspective. Third, the direction of theorizing of a CST-based systems theory is investigated.

First, CST is a hidden assumption of system dynamics (SD)/systems thinking (ST). Second, systems theory is positioned in CSS. Third, CST integrates traditional and soft systems methodologies (SSM), and connects systems science and social science. Fourth, this article reveals hidden links between systems approaches and three corresponding social science approaches. Fifth, the theoretical focus of a CST-based systems theory could be formal/structure theory and/or substantive/content theory. Sixth, the form of explanation could be structural/mechanismic explanation combining causal and interpretive explanations. Seventh, a CST-based systems theory may adopt abduction, which complements a defect in deduction and induction in a difficulty of nonlinearity.

It illustrates a graph of the competing approaches in systems science corresponding to paradigms in social science.

The purpose of this paper is to provide a critical discussion of the development of systems thinking and systems methodologies and explain how such approaches can deal with issues of problem complexity and the variety of views, agendas and political positions that the people involved and affected by the problem situation may have.

The paper examines the different ontological and epistemological assumptions that the various social paradigms are based on and uses social theory in order to explain the development of systems thinking and systems methodologies.

As there is a plethora of relevant systems methodologies, managers will need to understand the philosophical assumptions of different systems approaches, their strengths and weaknesses and how to use them creatively in combination. Viewing the problem situation from a holistic perspective and treating alternative systems approaches as complementary rather than in competition will help managers deal creatively with the complex problems that organisations face.

This paper will shed some light on the philosophical assumptions that the various strands of systems thinking are based on and will help managers appreciate the importance of creative holism and the benefits that holistic thinking can bring to their organisation.

The purpose of this paper is to provide an overview of soft systems methodology (SSM) and review the ways in which the methodology has been applied by managers and researchers to gain a broad understanding of library and information service (LIS) activity.

Seven detailed examples of the application of SSM to LIS activity show for each the aim, rationale for the use of SSM, operationalisation, findings and benefits of using SSM to understand problem situations.

Analysis of the application of SSM in LIS contexts demonstrates the extent of its efficacy in learning and understanding in “problem situations” and the resultant changes to LIS activities.

The paper draws together examples of studies which may prompt LIS professionals and researchers to consider the use of SSM in the management of LIS.

An in‐depth review of the processes and outcomes of the application of SSM to the understanding of LIS activity is provided.

The purpose of this paper is to propose an integrated model of action learning based on an examination of four reviewed action learning models, definitions, and espoused outcomes.

A clear articulation of the strengths and limitations of each model was essential to developing an integrated model, which could be applied to Lynham's general method of theory‐building research in applied disciplines. The paper examined common themes according to the model structure, methods, and methodologies. The four models selected for this review were Gregory's Group Action Learning Process Model, Paton's Systemic Action Learning Cycle, Paton's Systemic Action Learning Spiral, and Watkins and Marsick's Continuous Learning Model.

A comparison of the key variations in the definitions of action learning and desired outcomes explained differences in model designs. HRD practitioners need a better understanding of the variables that affect the outcomes of action learning through exploring learning transfer issues and through testing multiple methodologies. Similarly, the integrated model was designed to indicate how change takes place within an organization, dictated by either internal or external factors. A description of the construction of the integrated model is provided.

Owing to the disconnect between the conceptual development and application phases of theory‐building research, more empirical evidence is needed to support the connection between action learning models and methodologies and desired outcomes. The integrated model was designed from a systems perspective with particular emphasis on soft systems in the problem and analysis phases to illustrate the role of organizational modeling of the relationships among members, processes, and the internal and external environment. HRD practitioners could re‐examine their decision making, particularly in approaching large‐scale change. HRD practitioners could document their specific approaches to action learning, including a combination of action research methods and soft systems methodologies. A comparison of outcomes versus the methodologies could be made.

The objective of the integrated action learning model is to improve decision making related to facilitating change from an HRD perspective, given the theories and principles underlying each model. The integrated model could serve as the basis for gaining new knowledge about critical systems theory and action research as it relates to action learning and change facilitation. It is the paper's intent that the proposed integrated model will spur further theory‐building research in employing action learning as an organizational change intervention.