Reducing Complexity by Creating Complexity: A Systems Theory Perspective on How Organizations Respond to Their Environments

Organizations have to cope with the complexity of their environment in order to survive. A considerable body of research has shown that organizations may respond to environmental complexity by creating internal complexity – for example, by expanding internal structures and processes. However, resear...

Celý popis

Uložené v:

Podrobná bibliografia
Vydané v:	Journal of management studies Ročník 54; číslo 2; s. 182 - 208
Hlavní autori:	Schneider, Anselm, Wickert, Christopher, Marti, Emilio
Médium:	Journal Article
Jazyk:	English
Vydavateľské údaje:	Oxford Blackwell Publishing Ltd 01.03.2017
Predmet:	Alliances Collaboration collaborative complexity Complex systems Complexity Complexity theory Conceptual models corporate social responsibility (CSR) environmental complexity internal complexity Internet interorganizational collaboration Organization theory Organizations Social responsibility Social systems Social systems theory Studies System theory Systems theory Work environment
ISSN:	0022-2380, 1467-6486, 1467-6486
On-line prístup:	Získať plný text
Tagy:	Pridať tag Žiadne tagy, Buďte prvý, kto otaguje tento záznam!

Abstract	Organizations have to cope with the complexity of their environment in order to survive. A considerable body of research has shown that organizations may respond to environmental complexity by creating internal complexity – for example, by expanding internal structures and processes. However, researchers know less about how organizations create collaborative complexity collectively – for example, by establishing alliances or developing common standards. This paper uses social systems theory to explore how organizations collaborate in response to complexity and to analyse the conditions under which they create either internal or collaborative complexity (or both) to address environmental complexity. It also examines how these types of complexity feed back into environmental complexity. To illustrate our conceptual model, we use corporate social responsibility (CSR).
AbstractList	Organizations have to cope with the complexity of their environment in order to survive. A considerable body of research has shown that organizations may respond to environmental complexity by creating internal complexity – for example, by expanding internal structures and processes. However, researchers know less about how organizations create collaborative complexity collectively – for example, by establishing alliances or developing common standards. This paper uses social systems theory to explore how organizations collaborate in response to complexity and to analyse the conditions under which they create either internal or collaborative complexity (or both) to address environmental complexity. It also examines how these types of complexity feed back into environmental complexity. To illustrate our conceptual model, we use corporate social responsibility (CSR). Organizations have to cope with the complexity of their environment in order to survive. A considerable body of research has shown that organizations may respond to environmental complexity by creating internal complexity – for example, by expanding internal structures and processes. However, researchers know less about how organizations create collaborative complexity collectively – for example, by establishing alliances or developing common standards. This paper uses social systems theory to explore how organizations collaborate in response to complexity and to analyse the conditions under which they create either internal or collaborative complexity (or both) to address environmental complexity. It also examines how these types of complexity feed back into environmental complexity. To illustrate our conceptual model, we use corporate social responsibility (CSR). Organizations have to cope with the complexity of their environment in order to survive. A considerable body of research has shown that organizations may respond to environmental complexity by creating internal complexity – for example, by expanding internal structures and processes. However, researchers know less about how organizations create collaborative complexity collectively – for example, by establishing alliances or developing common standards. This paper uses social systems theory to explore how organizations collaborate in response to complexity and to analyse the conditions under which they create either internal or collaborative complexity (or both) to address environmental complexity. It also examines how these types of complexity feed back into environmental complexity. To illustrate our conceptual model, we use corporate social responsibility (CSR). Organizations have to cope with the complexity of their environment in order to survive. A considerable body of research has shown that organizations may respond to environmental complexity by creating internal complexity -- for example, by expanding internal structures and processes. However, researchers know less about how organizations create collaborative complexity collectively -- for example, by establishing alliances or developing common standards. This paper uses social systems theory to explore how organizations collaborate in response to complexity and to analyse the conditions under which they create either internal or collaborative complexity (or both) to address environmental complexity. It also examines how these types of complexity feed back into environmental complexity. To illustrate our conceptual model, we use corporate social responsibility (CSR). [web URL: http://onlinelibrary.wiley.com/doi/10.1111/joms.12206/full]
Author	Wickert, Christopher Schneider, Anselm Marti, Emilio
Author_xml	– sequence: 1 givenname: Anselm surname: Schneider fullname: Schneider, Anselm email: anselm.schneider@sbs.su.se organization: Stockholm Business School, Stockholm University – sequence: 2 givenname: Christopher surname: Wickert fullname: Wickert, Christopher organization: VU University Amsterdam – sequence: 3 givenname: Emilio surname: Marti fullname: Marti, Emilio organization: City University London
BackLink	https://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-142471$$DView record from Swedish Publication Index (Stockholms universitet)
BookMark	eNp9kcFu1DAQhi1UJLaFC09giRsixeN4nYTbaikUVLSoLVwtxztZvNrYqe10CeJheBaejGwDBxDqXEayvm88mv-YHDnvkJCnwE5hrJdb38ZT4JzJB2QGQhaZFKU8IjPGOM94XrJH5DjGLRtLFGxGvl_iujfWbejSt90Ov9o00Hqgy4A6_f38ii5-_rgaYsI20usv6MNAP2KIHZpkb5F6R8_9nq7CRjv7bbS9i_QSY-fdmiZ_UGygZ-7WBu9adCk-Jg8bvYv45Hc_IZ_enF0vz7OL1dt3y8VFZvL5XGagWVPWoCXMQTCY56wSkleIpmJQVTUI1CirmgvZVMixMdo0BiuzzgUvpMlPyItpbtxj19eqC7bVYVBeW_Xafl4oHzYq9goEFwWM-LMJ74K_6TEmtfV9cOOGipds_F7kRXEfBaUsSoCikCPFJsoEH2PARhmb7m6TgrY7BUwdglOH4NRdcKPy_B_lz77_hWGC93aHwz2ker_6cDU5vwAeHK13
CODEN	JMASB2
CitedBy_id	crossref_primary_10_1007_s42454_024_00050_y crossref_primary_10_1093_bjsw_bcad180 crossref_primary_10_1002_csr_2219 crossref_primary_10_1177_0170840620941314 crossref_primary_10_1080_21650020_2022_2057357 crossref_primary_10_1108_INTR_10_2023_0903 crossref_primary_10_1016_j_jenvman_2025_125860 crossref_primary_10_1007_s11403_025_00455_1 crossref_primary_10_1108_EDI_06_2023_0187 crossref_primary_10_1177_0170840620944552 crossref_primary_10_1080_00207543_2021_1930238 crossref_primary_10_3390_app12094157 crossref_primary_10_1177_01708406231217143 crossref_primary_10_1287_orsc_2022_17173 crossref_primary_10_1108_JCOM_04_2021_0042 crossref_primary_10_1108_MD_01_2021_0136 crossref_primary_10_1177_87569728221114321 crossref_primary_10_1108_JHOM_08_2020_0334 crossref_primary_10_1080_23311975_2023_2220209 crossref_primary_10_1108_IJPDLM_02_2019_0037 crossref_primary_10_1108_K_03_2025_0792 crossref_primary_10_1108_JMTM_05_2022_0214 crossref_primary_10_1111_joms_13043 crossref_primary_10_1111_joms_13166 crossref_primary_10_1007_s10551_018_3860_z crossref_primary_10_1111_joms_13169 crossref_primary_10_1177_21582440251313587 crossref_primary_10_1108_EBR_01_2022_0015 crossref_primary_10_1007_s10551_019_04155_2 crossref_primary_10_1002_sres_3104 crossref_primary_10_1108_APJBA_07_2023_0323 crossref_primary_10_1002_smj_2723 crossref_primary_10_1007_s11846_025_00917_7 crossref_primary_10_1177_02683962221088333 crossref_primary_10_1016_j_lrp_2020_102012 crossref_primary_10_1111_1467_8551_12852 crossref_primary_10_1007_s10551_018_3857_7 crossref_primary_10_1016_j_jrurstud_2020_04_008 crossref_primary_10_3390_su10082762 crossref_primary_10_1016_j_jclepro_2021_127360 crossref_primary_10_1016_j_leaqua_2019_07_002 crossref_primary_10_1108_K_06_2020_0397 crossref_primary_10_1111_joms_12978 crossref_primary_10_1002_jee_20619 crossref_primary_10_1016_j_habitatint_2022_102731 crossref_primary_10_1371_journal_pone_0317785 crossref_primary_10_1177_01492063231200820 crossref_primary_10_1016_j_jclepro_2024_143517 crossref_primary_10_1177_14761270251355030 crossref_primary_10_1016_j_ijpe_2025_109600 crossref_primary_10_1016_j_heliyon_2024_e25126 crossref_primary_10_1080_14486563_2022_2074156 crossref_primary_10_1177_05390184241303820 crossref_primary_10_5465_amr_2022_0440 crossref_primary_10_1016_j_jwb_2021_101289 crossref_primary_10_1111_joms_12209 crossref_primary_10_1007_s10551_018_3858_6 crossref_primary_10_1108_FS_03_2024_0058 crossref_primary_10_1177_21582440221093370 crossref_primary_10_1080_10963758_2025_2493853 crossref_primary_10_1177_00076503221120570 crossref_primary_10_3390_su13010111 crossref_primary_10_1108_TQM_09_2020_0202 crossref_primary_10_1177_0170840619835584 crossref_primary_10_1007_s10551_023_05360_w crossref_primary_10_1007_s11558_020_09411_z crossref_primary_10_1057_s42214_018_0008_x crossref_primary_10_1111_joms_12957 crossref_primary_10_1038_s41598_024_57183_y crossref_primary_10_1007_s11365_025_01091_8 crossref_primary_10_1109_TEM_2022_3220151 crossref_primary_10_1016_j_techfore_2018_07_001 crossref_primary_10_1111_joms_12397 crossref_primary_10_1111_joms_12398 crossref_primary_10_1007_s13384_024_00791_4 crossref_primary_10_1007_s43681_022_00143_x crossref_primary_10_1080_1553118X_2021_1910270 crossref_primary_10_1108_JOEPP_12_2024_0588 crossref_primary_10_1080_23311975_2024_2351475 crossref_primary_10_1080_09537287_2022_2126953 crossref_primary_10_1016_j_ssci_2025_106776 crossref_primary_10_32628_IJSRSET218218 crossref_primary_10_1177_01708406221099694 crossref_primary_10_1108_JMD_07_2023_0220 crossref_primary_10_1002_joom_1362 crossref_primary_10_1007_s11301_024_00406_3 crossref_primary_10_1080_13675567_2023_2175803 crossref_primary_10_1111_joms_12549 crossref_primary_10_1016_j_envsci_2025_104126 crossref_primary_10_1111_joms_12785 crossref_primary_10_1177_15480518251315779 crossref_primary_10_3390_su15032828 crossref_primary_10_1007_s12116_023_09419_7 crossref_primary_10_1007_s10551_022_05196_w crossref_primary_10_1111_1467_8551_12255 crossref_primary_10_1111_1467_8551_12651 crossref_primary_10_3390_su11174747 crossref_primary_10_1016_j_emj_2020_10_005 crossref_primary_10_1177_0095399720933826 crossref_primary_10_1080_14479338_2019_1707088 crossref_primary_10_1002_sres_2682 crossref_primary_10_1016_j_apergo_2019_04_013 crossref_primary_10_1016_j_ijpe_2022_108601 crossref_primary_10_1016_j_ijpe_2022_108722 crossref_primary_10_1108_IJOPM_03_2017_0158 crossref_primary_10_1111_joms_12775 crossref_primary_10_1177_0007650320935015 crossref_primary_10_5465_amr_2014_0405 crossref_primary_10_1002_piq_21316 crossref_primary_10_53703_001c_40318 crossref_primary_10_2478_ijme_2018_0002 crossref_primary_10_1007_s42454_024_00058_4 crossref_primary_10_1016_j_emj_2019_07_004 crossref_primary_10_1108_JSMA_10_2016_0072
Cites_doi	10.1016/S0969-6997(01)00027-8 10.5465/amj.2005.19573111 10.1007/s10551-013-1824-x 10.1002/smj.930 10.1007/s10551-007-9373-9 10.1287/orsc.1050.0135 10.1177/0032329203254863 10.1002/(SICI)1097-0266(200003)21:3<317::AID-SMJ90>3.0.CO;2-B 10.1177/001872676501800103 10.1525/cmr.2010.52.3.52 10.1287/mnsc.32.5.554 10.2307/2391262 10.1111/j.1467-6486.1995.tb00783.x 10.5465/amr.2006.21318926 10.5465/amr.2010.0314 10.1177/1043463195007003003 10.5962/bhl.title.5851 10.5465/amr.2007.25275684 10.2307/258155 10.2307/2393988 10.1177/0170840611410825 10.2307/2390622 10.1111/joms.12144 10.5465/AMR.2010.51142368 10.2307/259056 10.2307/2392061 10.1080/01969728708902152 10.1177/0893318911405622 10.1108/14720700810899275 10.1177/0007650314537021 10.1287/mnsc.42.5.693 10.1177/003803857200600304 10.1126/science.111.2872.23 10.5465/amr.2002.6588029 10.2307/2391134 10.1177/0170840612464612 10.1002/smj.2023 10.2307/2391875 10.4135/9781848608030.n6 10.1016/j.techsoc.2012.02.002 10.1007/978-3-663-01340-2_20 10.5465/amp.2009.43479262 10.1111/j.1467-6486.2009.00831.x 10.1007/978-3-642-69762-3_1 10.5840/beq200616223 10.1111/joms.12122 10.1007/s10551-015-2756-4 10.5465/AMR.2009.40631556 10.1177/1350508409353834 10.1287/orsc.1100.0602 10.1177/1350508407082267 10.1007/978-3-322-96984-2_4 10.4337/9781848442658 10.1287/orsc.10.3.216 10.2307/2392469 10.1016/S0024-6301(03)00115-8 10.1002/9781118766804.wbiect040 10.2307/2392145 10.1111/j.1530-9134.2007.00157.x 10.1177/0149206307302554 10.1177/0170840610374401 10.2189/asqu.53.2.266 10.1038/461472a 10.1007/978-3-663-12374-3_11 10.1287/orsc.1100.0561 10.1287/orsc.9.6.644 10.1287/orsc.13.2.179.536 10.1177/0170840612443630 10.1287/orsc.10.3.237 10.5465/amj.2011.0147 10.1007/978-3-658-12868-5 10.1017/CBO9780511807763 10.1177/1350508410376256 10.1177/0170840611410836 10.1287/orsc.10.3.358 10.1111/1467-6486.00342 10.5465/amr.2008.33665141 10.1111/0022-1082.00262 10.2307/2393299 10.1016/j.lrp.2009.11.003 10.4324/9780203880524 10.1016/j.respol.2011.01.009 10.1111/joms.12137 10.1016/S0148-2963(00)00147-8 10.2307/258441 10.1177/0021886391272001 10.1002/smj.4250100403 10.1111/gove.12065 10.1007/s10551-008-9783-3 10.2307/1556362 10.2307/2392494 10.1108/00070709710188336 10.5840/beq201222444 10.1080/14719030802423103 10.1111/1467-6486.00308 10.1002/9780470693452.ch23 10.1111/j.1467-6486.2010.00950.x 10.5465/amr.2007.26586092 10.2307/257722 10.2307/2393679 10.5465/AME.2003.9474812 10.1111/joms.12092 10.2307/257996 10.1007/s10551-013-1827-7 10.1177/0095399714548268 10.1177/0149206305279601 10.1287/orsc.2014.0927 10.1177/1350508406059635 10.1093/oso/9780195079517.001.0001 10.2307/2093199 10.5465/amr.1990.4308156 10.1177/0170840612443625 10.1002/(SICI)1097-0266(200003)21:3<203::AID-SMJ102>3.0.CO;2-K 10.2307/257550 10.2307/257905 10.1007/978-3-663-01340-2_9 10.2307/258963 10.1007/s10551-013-2017-3 10.1287/orsc.1050.0116 10.5465/amj.2011.0812 10.1177/0007650311427426 10.1177/135050849853001 10.1086/227766 10.2307/20159624 10.5465/19416520.2012.691646 10.1177/1476127005050112 10.1111/j.1467-6486.2004.00462.x
ContentType	Journal Article
Copyright	2016 John Wiley & Sons Ltd and Society for the Advancement of Management Studies Copyright Blackwell Publishing Ltd. Mar 2017 2016. This article is published under http://creativecommons.org/licenses/by/4.0/ (the “License”). Notwithstanding the ProQuest Terms and Conditions, you may use this content in accordance with the terms of the License.
Copyright_xml	– notice: 2016 John Wiley & Sons Ltd and Society for the Advancement of Management Studies – notice: Copyright Blackwell Publishing Ltd. Mar 2017 – notice: 2016. This article is published under http://creativecommons.org/licenses/by/4.0/ (the “License”). Notwithstanding the ProQuest Terms and Conditions, you may use this content in accordance with the terms of the License.
DBID	AAYXX CITATION 8BJ FQK JBE ADTPV AOWAS DG7
DOI	10.1111/joms.12206
DatabaseName	CrossRef International Bibliography of the Social Sciences (IBSS) International Bibliography of the Social Sciences International Bibliography of the Social Sciences SwePub SwePub Articles SWEPUB Stockholms universitet
DatabaseTitle	CrossRef International Bibliography of the Social Sciences (IBSS)
DatabaseTitleList	International Bibliography of the Social Sciences (IBSS) CrossRef International Bibliography of the Social Sciences (IBSS)
DeliveryMethod	fulltext_linktorsrc
Discipline	Business
EISSN	1467-6486
EndPage	208
ExternalDocumentID	oai_DiVA_org_su_142471 4313518071 10_1111_joms_12206 JOMS12206
Genre	article Feature
GroupedDBID	--Z -~X .3N .GA .Y3 05W 0R~ 10A 1OB 1OC 1OL 1XV 29K 31~ 33P 3EH 3R3 4.4 50Y 50Z 51W 51Y 52M 52O 52Q 52S 52T 52U 52W 5GY 5HH 5LA 5VS 66C 702 7PT 8-0 8-1 8-3 8-4 8-5 85S 8UM 8VB 930 A04 AABNI AAESR AAHQN AAMMB AAMNL AANHP AAONW AAOUF AASGY AAXRX AAYCA AAYJJ AAZKR ABBNM ABCQN ABCUV ABEML ABIVO ABJNI ABOCM ABPPZ ABPVW ABSOO ACAHQ ACBKW ACBWZ ACCZN ACFBH ACGFO ACGFS ACHQT ACNCT ACPOU ACRPL ACSCC ACXQS ACYXJ ADBBV ADEMA ADEOM ADIZJ ADKYN ADMGS ADMHG ADNMO ADXAS ADZMN AEFGJ AEGXH AEIGN AEIMD AELAQ AEUYR AEYWJ AFBPY AFEBI AFFNX AFFPM AFGKR AFKFF AFWVQ AFZJQ AGHNM AGQPQ AGXDD AHBTC AHEFC AHQJS AIAGR AIDQK AIDYY AIURR AKVCP ALAGY ALEEW ALMA_UNASSIGNED_HOLDINGS ALUQN ALVPJ AMBMR AMYDB ASPBG ASTYK AVWKF AZBYB AZFZN AZVAB BAFTC BDRZF BFHJK BKOMP BMKGK BMXJE BNVMJ BQESF BROTX BRXPI BY8 CAG COF CS3 D-C D-D D-I DC6 DCZOG DPXWK DR2 DRFUL DRSSH DU5 EBS EJD F00 F01 FEDTE FZ0 G-S G.N G50 GODZA HGLYW HVGLF HZI HZ~ H~9 IHE IX1 J0M K1G K48 LATKE LC2 LC4 LEEKS LH4 LITHE LOXES LP6 LP7 LPU LUTES LW6 LYRES MEWTI MK4 MRFUL MRSSH MSFUL MSSSH MXFUL MXSSH N04 N06 N9A NF~ NHB O66 O9- OIG P2P P2W P2Y P4C PALCI PQQKQ Q.N Q11 QB0 QWB R.K RIWAO RJQFR ROL RX1 RXW SAMSI SUPJJ TAE TH9 TN5 U5U UB1 UHB UPT V8K W8V W99 WBKPD WEBCB WH7 WIH WII WOHZO WQZ WSUWO WXSBR XG1 XSW YQT ZCA ZCG ZHY ZL0 ZY4 ZZTAW ~IA ~WP AAYXX ABUFD AIQQE CITATION O8X 8BJ FQK JBE ADTPV AOWAS DG7
ID	FETCH-LOGICAL-c3556-1a0f8b1a615140153094629eec90199b14eae69b246f9e2efcacfce9cd34276c3
IEDL.DBID	DRFUL
ISSN	0022-2380 1467-6486
IngestDate	Tue Nov 04 16:57:35 EST 2025 Mon Nov 10 00:46:58 EST 2025 Mon Nov 10 00:54:49 EST 2025 Sat Nov 29 02:43:21 EST 2025 Tue Nov 18 21:54:00 EST 2025 Wed Aug 20 07:25:16 EDT 2025
IsDoiOpenAccess	false
IsOpenAccess	true
IsPeerReviewed	true
IsScholarly	true
Issue	2
Language	English
LinkModel	DirectLink
MergedId	FETCHMERGED-LOGICAL-c3556-1a0f8b1a615140153094629eec90199b14eae69b246f9e2efcacfce9cd34276c3
Notes	SourceType-Scholarly Journals-1 ObjectType-Feature-1 content type line 14 ObjectType-Article-1 ObjectType-Feature-2
OpenAccessLink	https://doi.org/10.1111/joms.12206
PQID	1867811776
PQPubID	5255
PageCount	27
ParticipantIDs	swepub_primary_oai_DiVA_org_su_142471 proquest_journals_2805304377 proquest_journals_1867811776 crossref_citationtrail_10_1111_joms_12206 crossref_primary_10_1111_joms_12206 wiley_primary_10_1111_joms_12206_JOMS12206
PublicationCentury	2000
PublicationDate	March 2017
PublicationDateYYYYMMDD	2017-03-01
PublicationDate_xml	– month: 03 year: 2017 text: March 2017
PublicationDecade	2010
PublicationPlace	Oxford
PublicationPlace_xml	– name: Oxford
PublicationTitle	Journal of management studies
PublicationYear	2017
Publisher	Blackwell Publishing Ltd
Publisher_xml	– name: Blackwell Publishing Ltd
References	2009; 85 2006; 31 2002; 13 1995; 32 2014; 27 1973; 18 2014; 25 1973 1970 1965; 18 1979 1970; 35 1995; 20 2010; 21 1979; 24 1990 2013; 115 1987 1984 1982 2003; 40 2012; 22 2014; 12 2014; 123 1981b; 3 2004; 41 2010; 31 1989; 67 2010; 35 2004; 47 2015; 53 1997 2003; 36 1969; 14 1981; 26 1995 1976; 1 1993 1992 2012; 37 2008; 53 2008; 51 2012; 34 2011; 6 2012; 33 2003; 31 2007; 14 1995; 7 2007; 16 2010; 43 1984; 9 1994; 16 2005; 3 2009; 461 2005; 16 1998; 5 2010; 52 1998; 9 1983; 88 1976; 21 2009; 46 2000; LV 1990; 15 1986; 32 2000; 43 2002; 55 2008; 79 2008; 8 1978; 3 2003; 17 2007; 32 2007; 33 1998; 43 2011; 18 2012; 51 1968; 13 1997; 99 1961; 5 2000 1975; 2 2011; 22 2005; 31 1999; 10 2014; 57 1994; 39 2011; 25 2014; 51 1972; 17 2009; 23 2002; 39 1987; 12 2012 2011 2006; 13 2010 2000; 21 2006; 16 2011; 40 2008 2011; 32 2006 1951 2005 2008; 10 1950; 111 2004 2002 2005; 48 1972; 6 1998; 23 1987; 18 1956 2002; 27 2009; 34 1991; 27 1981a; 3 1989; 10 2001; 7 2013; 34 1965 1996; 41 1977; 2 2016 2015 2014 2011; 48 2013 2012; 6 1996; 42 1967 1966 e_1_2_9_98_1 Baraldi C. (e_1_2_9_12_1) 1997 e_1_2_9_52_1 e_1_2_9_79_1 e_1_2_9_10_1 Lawrence P. (e_1_2_9_84_1) 1967 e_1_2_9_90_1 Stern N. H. (e_1_2_9_140_1) 2006 Luhmann N. (e_1_2_9_93_1) 1995 e_1_2_9_71_1 e_1_2_9_126_1 e_1_2_9_149_1 Luhmann N. (e_1_2_9_95_1) 2013 e_1_2_9_107_1 e_1_2_9_122_1 e_1_2_9_145_1 e_1_2_9_14_1 e_1_2_9_141_1 e_1_2_9_37_1 e_1_2_9_18_1 e_1_2_9_41_1 e_1_2_9_64_1 e_1_2_9_87_1 e_1_2_9_22_1 e_1_2_9_45_1 e_1_2_9_83_1 e_1_2_9_119_1 Holland J. H. (e_1_2_9_60_1) 2000 e_1_2_9_138_1 e_1_2_9_111_1 Morris S. C. (e_1_2_9_103_1) 2014 e_1_2_9_115_1 e_1_2_9_157_1 e_1_2_9_26_1 e_1_2_9_153_1 e_1_2_9_30_1 e_1_2_9_53_1 e_1_2_9_99_1 e_1_2_9_72_1 e_1_2_9_11_1 e_1_2_9_34_1 e_1_2_9_57_1 e_1_2_9_76_1 e_1_2_9_91_1 Strang D. (e_1_2_9_142_1) 2002 e_1_2_9_102_1 e_1_2_9_148_1 Wiener N. (e_1_2_9_155_1) 1965 e_1_2_9_144_1 e_1_2_9_106_1 e_1_2_9_125_1 e_1_2_9_15_1 e_1_2_9_38_1 e_1_2_9_121_1 e_1_2_9_19_1 e_1_2_9_42_1 e_1_2_9_88_1 e_1_2_9_61_1 e_1_2_9_46_1 e_1_2_9_23_1 Brummans B. (e_1_2_9_24_1) 2014 e_1_2_9_80_1 e_1_2_9_5_1 Aguilar F. J. (e_1_2_9_2_1) 1967 e_1_2_9_114_1 e_1_2_9_137_1 e_1_2_9_118_1 e_1_2_9_133_1 e_1_2_9_156_1 Galbraith J. (e_1_2_9_49_1) 1982 e_1_2_9_9_1 e_1_2_9_152_1 Burns T. (e_1_2_9_25_1) 1966 e_1_2_9_27_1 e_1_2_9_69_1 Klein N. (e_1_2_9_75_1) 2014 e_1_2_9_31_1 e_1_2_9_73_1 Hamel G. (e_1_2_9_56_1) 1989; 67 e_1_2_9_35_1 e_1_2_9_77_1 e_1_2_9_54_1 e_1_2_9_92_1 e_1_2_9_109_1 e_1_2_9_101_1 e_1_2_9_105_1 e_1_2_9_124_1 e_1_2_9_147_1 e_1_2_9_39_1 e_1_2_9_120_1 e_1_2_9_16_1 e_1_2_9_58_1 e_1_2_9_143_1 Seitanidi M. M. (e_1_2_9_134_1) 2008; 10 e_1_2_9_20_1 e_1_2_9_62_1 e_1_2_9_43_1 e_1_2_9_66_1 e_1_2_9_85_1 e_1_2_9_8_1 Levy D. L. (e_1_2_9_86_1) 2012 e_1_2_9_81_1 Lynn D. M. (e_1_2_9_96_1) 2011; 6 e_1_2_9_4_1 e_1_2_9_113_1 e_1_2_9_159_1 e_1_2_9_117_1 e_1_2_9_136_1 e_1_2_9_151_1 e_1_2_9_28_1 e_1_2_9_47_1 Luhmann N. (e_1_2_9_94_1) 1997 e_1_2_9_74_1 Galunic D. C. (e_1_2_9_50_1) 1994; 16 e_1_2_9_51_1 e_1_2_9_78_1 e_1_2_9_13_1 e_1_2_9_32_1 e_1_2_9_55_1 Huxham C. (e_1_2_9_63_1) 2005 e_1_2_9_97_1 Seidl D. (e_1_2_9_132_1) 2014 Scott W. R. (e_1_2_9_129_1) 1992 e_1_2_9_108_1 e_1_2_9_70_1 Luhmann N. (e_1_2_9_89_1) 1973 e_1_2_9_127_1 e_1_2_9_100_1 e_1_2_9_123_1 Jacobs A. (e_1_2_9_65_1) 2010 e_1_2_9_104_1 e_1_2_9_146_1 e_1_2_9_17_1 e_1_2_9_36_1 e_1_2_9_59_1 Kauffman S. A. (e_1_2_9_68_1) 1993 e_1_2_9_40_1 Scott W. R. (e_1_2_9_130_1) 1987 e_1_2_9_21_1 e_1_2_9_67_1 e_1_2_9_44_1 Parsons T. (e_1_2_9_110_1) 1951 e_1_2_9_7_1 e_1_2_9_82_1 e_1_2_9_3_1 Aldrich H. E. (e_1_2_9_6_1) 1979 Daft R. L. (e_1_2_9_33_1) 1992 e_1_2_9_112_1 e_1_2_9_139_1 e_1_2_9_116_1 e_1_2_9_135_1 e_1_2_9_158_1 Scott J. (e_1_2_9_128_1) 2000 e_1_2_9_131_1 e_1_2_9_154_1 e_1_2_9_48_1 e_1_2_9_29_1 e_1_2_9_150_1
References_xml	– year: 2011 – volume: 88 start-page: 975 year: 1983 end-page: 96 article-title: An examination of the determinants of organizational structure publication-title: American Journal of Sociology – volume: 22 start-page: 1286 year: 2011 end-page: 96 article-title: Attention to attention publication-title: Organization Science – volume: 10 start-page: 237 year: 1999 end-page: 52 article-title: Organizations as adaptive systems in complex environments: The case of China publication-title: Organization Science – year: 1966 – year: 2005 – start-page: 173 year: 2014 end-page: 94 – volume: 32 start-page: 803 year: 2011 end-page: 24 article-title: How organizations engage with external complexity: A political action perspective publication-title: Organization Studies – volume: 27 start-page: 275 year: 2002 end-page: 93 article-title: How organizational field networks shape interorganizational tie‐formation rates publication-title: Academy of Management Review – volume: 18 start-page: 21 year: 1965 end-page: 32 article-title: The causal texture of organizational environments publication-title: Human Relations – volume: 8 start-page: 557 year: 2008 end-page: 70 article-title: Types of corporate responsibility and engagement with NGOs: An exploration of business and societal outcomes publication-title: Corporate Governance – volume: 25 start-page: 663 year: 2011 end-page: 89 article-title: Organization as communication: A Luhmannian perspective publication-title: Management Communication Quarterly – volume: 35 start-page: 455 year: 2010 end-page: 76 article-title: When worlds collide: The internal dynamics of organizational responses to conflicting institutional demands publication-title: Academy of Management Review – year: 1990 – year: 2014 – volume: 41 start-page: 951 year: 2004 end-page: 76 article-title: The bridge to the “real world”: Applied science or a “schizophrenic tour de force”? publication-title: Journal of Management Studies – volume: 31 start-page: 704 year: 2006 end-page: 20 article-title: Framing interorganizational network change: A network inertia perspective publication-title: Academy of Management Review – volume: 461 start-page: 472 year: 2009 end-page: 75 article-title: A safe operating space for humanity publication-title: Nature – volume: 34 start-page: 174 year: 2012 end-page: 81 article-title: Google vs. China's “Great Firewall”: Ethical implications for free speech and sovereignty publication-title: Technology in Society – volume: 31 start-page: 1257 year: 2010 end-page: 85 article-title: That's relevant! Different forms of practical relevance in management science publication-title: Organization Studies – volume: 1 start-page: 24 year: 1976 end-page: 36 article-title: On the nature, formation, and maintenance of relations among organizations publication-title: Academy of Management Review – year: 2008 – volume: 13 start-page: 65 year: 1968 end-page: 105 article-title: Dimensions of organization structure publication-title: Administrative Science Quarterly – volume: 21 start-page: 317 year: 2000 end-page: 43 article-title: The duality of collaboration: Inducements and opportunities in the formation of interfirm linkages publication-title: Strategic Management Journal – volume: 9 start-page: 284 year: 1984 end-page: 95 article-title: Toward a model of organizations as interpretation systems publication-title: Academy of Management Review – start-page: 165 year: 2006 end-page: 214 – volume: 26 start-page: 207 year: 1981 end-page: 24 article-title: A tentative exploration into the amount and equivocality of information processing in organizational work units publication-title: Administrative Science Quarterly – volume: 3 start-page: 335 year: 1981b end-page: 89 – volume: 25 start-page: 1722 year: 2014 end-page: 43 article-title: Organizational susceptibility to institutional complexity: Critical events driving the adoption and implementation of the ethics and compliance officer position publication-title: Organization Science – volume: 33 start-page: 815 year: 2012 end-page: 45 article-title: Talking the talk, moral entrapment, creeping commitment? Exploring narrative dynamics in corporate responsibility standardization publication-title: Organization Studies – year: 1993 – volume: 33 start-page: 1431 year: 2012 end-page: 50 article-title: Climate change and the emergence of new organizational landscapes publication-title: Organization Studies – volume: 18 start-page: 168 year: 1973 end-page: 85 article-title: Predicting and understanding organization structure publication-title: Administrative Science Quarterly – volume: 53 start-page: 266 year: 2008 end-page: 94 article-title: Bringing the context back in: Settings and the search for syndicate partners in venture capital investment networks publication-title: Administrative Science Quarterly – start-page: 327 year: 2004 end-page: 41 – volume: 111 start-page: 23 year: 1950 end-page: 29 article-title: The theory of open systems in physics and biology publication-title: Science – volume: 32 start-page: 22 year: 2011 end-page: 1 article-title: Communication, organizing and organization: An overview and introduction to the special issue publication-title: Organization Studies – start-page: 591 year: 2012 end-page: 608 – volume: 10 start-page: 323 year: 1989 end-page: 37 article-title: Internal differentiation within multinational corporations publication-title: Strategic Management Journal – volume: 39 start-page: 707 year: 2002 end-page: 24 article-title: Raising rivals’ costs through political strategy: An extension of resource‐based theory publication-title: Journal of Management Studies – year: 1973 – volume: 18 start-page: 3 year: 2011 end-page: 22 article-title: Theorising the client–consultant relationship from the perspective of social‐systems theory publication-title: Organization – year: 2015 article-title: Taming wicked problems: The role of framing in the construction of corporate social responsibility publication-title: Journal of Management Studies – volume: 43 start-page: 326 year: 2010 end-page: 42 article-title: Corporate‐NGO collaboration: Co‐creating new business models for developing markets publication-title: Long Range Planning – year: 2016 – volume: 24 start-page: 200 year: 1979 end-page: 19 article-title: Ideas, complexity, and innovation publication-title: Administrative Science Quarterly – volume: 34 start-page: 533 year: 2013 end-page: 52 article-title: Uncovering the hidden costs of offshoring: The interplay of complexity, organizational design, and experience publication-title: Strategic Management Journal – volume: 99 start-page: 275 year: 1997 end-page: 82 article-title: From “niche” to “mainstream” – strategies for marketing organic food in Germany and the UK publication-title: British Food Journal – year: 1992 – volume: 57 start-page: 140 year: 2014 end-page: 71 article-title: On melting summits: The limitations of field‐configuring events as catalysts of change in transnational climate policy publication-title: Academy of Management Journal – year: 2014 article-title: Political” corporate social responsibility in small‐ and medium‐sized enterprises: A conceptual framework publication-title: Business & Society – volume: 3 start-page: 11 year: 2005 end-page: 45 article-title: Identity and collaborative strategy in the Canadian HIV/AIDS treatment domain publication-title: Strategic Organization – year: 2010 – volume: 13 start-page: 9 year: 2006 end-page: 35 article-title: Organizations as distinction generating and processing systems: Niklas Luhmann's contribution to organization studies publication-title: Organization – volume: 21 start-page: 203 year: 2000 end-page: 15 article-title: Strategic networks publication-title: Strategic Management Journal – volume: 10 start-page: 216 year: 1999 end-page: 32 article-title: Complexity theory and organization science publication-title: Organization Science – volume: 6 start-page: 531 year: 2012 end-page: 83 article-title: The two facets of collaboration: Cooperation and coordination in strategic alliances publication-title: Academy of Management Annals – volume: 33 start-page: 479 year: 2007 end-page: 516 article-title: Interorganizational networks at the network level: A review of the empirical literature on whole networks publication-title: Journal of Management – year: 1967 – volume: 53 start-page: 89 year: 2015 end-page: 124 article-title: Global professional service firms and the challenge of institutional complexity: “Field relocation” as a response strategy publication-title: Journal of Management Studies – volume: 23 start-page: 660 year: 1998 end-page: 79 article-title: The relational view: Cooperative strategy and sources of interorganizational competitive advantage publication-title: Academy of Management Review – year: 1995 – volume: 17 start-page: 61 year: 2003 end-page: 76 article-title: How corporations and environmental groups cooperate: Assessing cross‐sector alliances and collaborations publication-title: Academy of Management Executive – volume: 12 start-page: 91 year: 1987 end-page: 103 article-title: Strategic control: A new perspective publication-title: Academy of Management Review – article-title: Enhancing the impact of cross‐sector partnerships publication-title: Journal of Business Ethics – year: 1970 – volume: 35 start-page: 201 year: 1970 end-page: 18 article-title: A formal theory of differentiation in organizations publication-title: American Sociological Review – volume: 48 start-page: 899 year: 2011 end-page: 931 article-title: The new political role of business in a globalized world: A review of a new perspective on CSR and its implications for the firm, governance, and democracy publication-title: Journal of Management Studies – volume: 42 start-page: 693 year: 1996 end-page: 716 article-title: Organizational complexity and innovation: Developing and testing multiple contingency models publication-title: Management Science – start-page: 2 year: 1984 end-page: 24 – volume: 39 start-page: 458 year: 1994 end-page: 83 article-title: Market uncertainty and the social character of economic exchange publication-title: Administrative Science Quarterly – volume: 16 start-page: 211 year: 2006 end-page: 34 article-title: Cross‐sector alliance learning and effectiveness of voluntary codes of corporate social responsibility publication-title: Business Ethics Quarterly – volume: 7 start-page: 349 year: 2001 end-page: 60 article-title: Evolution of global airline strategic alliance and consolidation in the twenty‐first century publication-title: Journal of Air Transport Management – volume: 37 start-page: 332 year: 2012 end-page: 54 article-title: A communicative framework of value in cross‐sector partnerships publication-title: Academy of Management Review – year: 2013 – volume: 85 start-page: 453 year: 2009 end-page: 78 article-title: Google, human rights, and moral compromise publication-title: Journal of Business Ethics – year: 1956 – volume: 32 start-page: 946 year: 2007 end-page: 76 article-title: Why would corporations behave in socially responsible ways? A institutional theory of corporate social responsibility publication-title: Academy of Management Review – volume: 55 start-page: 123 year: 2002 end-page: 32 article-title: On cooperating: Firms, relations and networks publication-title: Journal of Business Research – volume: 14 start-page: 378 year: 1969 end-page: 97 article-title: Operations technology and organization structure: An empirical reappraisal publication-title: Administrative Science Quarterly – volume: 57 start-page: 869 year: 2014 end-page: 91 article-title: A social–structural perspective on employee–organization relationships and team creativity publication-title: Academy of Management Journal – volume: 16 start-page: 101 year: 2005 end-page: 22 article-title: Speed and search: Designing organizations for turbulence and complexity publication-title: Organization Science – volume: 32 start-page: 419 year: 1995 end-page: 41 article-title: Strategic networks among small firms: Implications for strategy research methodology publication-title: Journal of Management Studies – volume: 6 start-page: 327 year: 2011 end-page: 55 article-title: Dodd‐Frank Act's specialized corporate disclosure: Using the securities laws to address public policy issues publication-title: Journal of Business and Technology Law – volume: 16 start-page: 773 year: 2007 end-page: 92 article-title: An empirical analysis of the strategic use of corporate social responsibility publication-title: Journal of Economics & Management Strategy – volume: 10 start-page: 751 year: 2008 end-page: 71 article-title: Theory‐driven approaches to analysing collaborative performance publication-title: Public Management Review – volume: 17 start-page: 313 year: 1972 end-page: 27 article-title: Characteristics of organizational environments and perceived environmental uncertainty publication-title: Administrative Science Quarterly – volume: 21 start-page: 1251 year: 2010 end-page: 62 article-title: Organizing for fluidity? Dilemmas of new organizational forms publication-title: Organization Science – volume: 18 start-page: 517 year: 1987 end-page: 36 article-title: Ashby's law of requisite variety: An empirical study publication-title: Cybernetics and Systems – volume: 115 start-page: 651 year: 2013 end-page: 63 article-title: Complete and partial organizing for corporate social responsibility publication-title: Journal of Business Ethics – year: 1979 – volume: 15 start-page: 224 year: 1990 end-page: 40 article-title: Taxonomic mental models in competitor definition publication-title: Academy of Management Review – volume: 47 start-page: 795 year: 2004 end-page: 817 article-title: Taking stock of networks and organizations: A multilevel perspective publication-title: Academy of Management Journal – volume: 40 start-page: 650 year: 2011 end-page: 63 article-title: Co‐opetition between giants: Collaboration with competitors for technological innovation publication-title: Research Policy – volume: 32 start-page: 1180 year: 2007 end-page: 98 article-title: A set‐theoretic approach to organizational configurations publication-title: Academy of Management Review – volume: 31 start-page: 433 year: 2003 end-page: 64 article-title: Certifying forests and factories: States, social movements, and the rise of private regulation in the apparel and forest products fields publication-title: Politics & Society – year: 2014 article-title: They are all organizations”: The cultural roots of blurring between the nonprofit, business, and government sectors publication-title: Administration & Society – volume: 48 start-page: 1091 year: 2005 end-page: 106 article-title: The strategic use of decentralized institutions: Exploring certification with the ISO 14001 management standard publication-title: Academy of Management Journal – year: 1982 – volume: 3 start-page: 151 year: 1981a end-page: 69 – volume: 31 start-page: 849 year: 2005 end-page: 73 article-title: Cross‐sector partnerships to address social issues: Challenges to theory and practice publication-title: Journal of Management – year: 1965 – start-page: 497 year: 2002 end-page: 519 – year: 1997 – volume: 15 start-page: 241 year: 1990 end-page: 65 article-title: Determinants of interorganizational relationships: Integration and future directions publication-title: Academy of Management Review – volume: 52 start-page: 52 year: 2010 end-page: 78 article-title: Public responsibility and private enterprise in developing countries publication-title: California Management Review – volume: 27 start-page: 139 year: 1991 end-page: 62 article-title: Toward a comprehensive theory of collaboration publication-title: Journal of Applied Behavioral Science – year: 1951 – volume: 20 start-page: 986 year: 1995 end-page: 1014 article-title: A natural‐resource‐based view of the firm publication-title: Academy of Management Review – volume: 12 start-page: 183 year: 2014 end-page: 204 – volume: 5 start-page: 583 year: 1961 end-page: 601 article-title: Exchange as a conceptual framework for the study of interorganizational relationships publication-title: Administrative Science Quarterly – volume: 36 start-page: 481 year: 2003 end-page: 98 article-title: Governance choices for corporate social responsibility: To contribute, collaborate or internalize? publication-title: Long Range Planning – year: 2015 – volume: 7 start-page: 255 year: 1995 end-page: 92 article-title: Kinds of third‐party effects on trust publication-title: Rationality and Society – volume: 33 start-page: 705 year: 2012 end-page: 36 article-title: The paradox of standard flexibility: The effects of co‐evolution between standard and interorganizational network publication-title: Organization Studies – volume: 43 start-page: 698 year: 2000 end-page: 716 article-title: Industry self‐regulation without sanctions: The chemical industry's Responsible Care Program publication-title: Academy of Management Journal – volume: 123 start-page: 687 year: 2014 end-page: 706 article-title: Strategic leadership of corporate sustainability publication-title: Journal of Business Ethics – volume: 32 start-page: 1099 year: 2011 end-page: 118 article-title: Evolving communication patterns in response to an acquisition event publication-title: Strategic Management Journal – volume: 27 start-page: 545 year: 2014 end-page: 67 article-title: External actors, state‐building, and service provision in areas of limited statehood: Introduction publication-title: Governance – volume: 2 start-page: 204 year: 1975 end-page: 20 – volume: 23 start-page: 27 year: 2009 end-page: 44 article-title: The rise and fall of finance and the end of the society of organizations publication-title: Academy of Management Perspectives – volume: LV start-page: 1623 year: 2000 end-page: 53 article-title: In search of new foundations publication-title: Journal of Finance – year: 2000 – volume: 46 start-page: 516 year: 2009 end-page: 33 article-title: Why the rigour‐relevance gap in management research is unbridgeable publication-title: Journal of Management Studies – volume: 13 start-page: 179 year: 2002 end-page: 90 article-title: Social structure of “coopetition” within a multiunit organization: Coordination, competition, and intraorganizational knowledge sharing publication-title: Organization Science – volume: 22 start-page: 679 year: 2012 end-page: 708 article-title: Global policies and local practice: Loose and tight couplings in multi‐stakeholder initiatives publication-title: Business Ethics Quarterly – volume: 14 start-page: 929 year: 2007 end-page: 38 article-title: Opening systems theory: A note on the recent special issue of Organization publication-title: Organization – volume: 79 start-page: 219 year: 2008 end-page: 34 article-title: Just doing business or doing just business: Google, Microsoft, Yahoo! and the business of censoring China's Internet publication-title: Journal of Business Ethics – volume: 2 start-page: 217 year: 1977 end-page: 30 article-title: Boundary spanning roles and organization structure publication-title: Academy of Management Review – volume: 51 start-page: 176 year: 2012 end-page: 210 article-title: Addressing the climate change—sustainable development nexus: The role of multistakeholder partnerships publication-title: Business & Society – volume: 10 start-page: 358 year: 1999 end-page: 72 article-title: Explaining complex organizational dynamics publication-title: Organization Science – start-page: 128 year: 1987 end-page: 60 – volume: 34 start-page: 382 year: 2009 end-page: 400 article-title: An interpretive systems view of knowledge investments publication-title: Academy of Management Review – volume: 40 start-page: 321 year: 2003 end-page: 47 article-title: Resources, knowledge and influence: The organizational effects of interorganizational collaboration publication-title: Journal of Management Studies – volume: 3 start-page: 613 year: 1978 end-page: 24 article-title: Information processing as an integrating concept in organizational design publication-title: Academy of Management Review – volume: 18 start-page: 83 year: 2011 end-page: 104 article-title: Organization outside organizations: The significance of partial organization publication-title: Organization – volume: 21 start-page: 1 year: 1976 end-page: 19 article-title: Educational organizations as loosely coupled systems publication-title: Administrative Science Quarterly – volume: 67 start-page: 133 year: 1989 end-page: 39 article-title: Collaborate with your competitors and win publication-title: Harvard Business Review – volume: 115 start-page: 693 year: 2013 end-page: 705 article-title: Organizing corporate social responsibility in small and large firms: Size matters publication-title: Journal of Business Ethics – volume: 6 start-page: 369 year: 1972 end-page: 93 article-title: Technology, size, and organization structure publication-title: Sociology – year: 2006 – volume: 32 start-page: 554 year: 1986 end-page: 71 article-title: Organizational information requirements, media richness and structural design publication-title: Management Science – start-page: 125 year: 2014 end-page: 56 – volume: 43 start-page: 668 year: 1998 end-page: 98 article-title: Network positions and propensities to collaborate: An investigation of strategic alliance formation in a high‐technology industry publication-title: Administrative Science Quarterly – volume: 51 start-page: 672 year: 2008 end-page: 95 article-title: Cognition, capabilities, and incentives: Assessing firm response to the fiber‐optic revolution publication-title: Academy of Management Journal – volume: 5 start-page: 291 year: 1998 end-page: 312 article-title: Introduction: Chaos, complexity and organization theory publication-title: Organization – volume: 16 start-page: 215 year: 1994 end-page: 55 article-title: Renewing the strategy‐structure‐performance paradigm publication-title: Research in Organizational Behavior – volume: 51 start-page: 1091 year: 2014 end-page: 117 article-title: Activism for corporate responsibility: Conceptualizing private regulation opportunity structures publication-title: Journal of Management Studies – volume: 9 start-page: 644 year: 1998 end-page: 69 article-title: Adapting to unfamiliar environmental events: A look at the evolution of interpretation and its role in strategic change publication-title: Organization Science – volume: 16 start-page: 456 year: 2005 end-page: 73 article-title: Organizing far from equilibrium: Nonlinear change in organizational fields publication-title: Organization Science – volume: 41 start-page: 116 year: 1996 end-page: 45 article-title: Interorganizational collaboration and the locus of innovation: Networks of learning in biotechnology publication-title: Administrative Science Quarterly – volume: 53 year: 2015 article-title: The political dynamics of sustainable coffee: Contested value regimes and the transformation of sustainability publication-title: Journal of Management Studies – volume: 10 start-page: 51 year: 2008 end-page: 64 article-title: Adaptive responsibilities: Nonlinear interactions in cross sector social partnerships publication-title: Emergence: Complexity & Organization – ident: e_1_2_9_46_1 doi: 10.1016/S0969-6997(01)00027-8 – ident: e_1_2_9_74_1 doi: 10.5465/amj.2005.19573111 – ident: e_1_2_9_118_1 doi: 10.1007/s10551-013-1824-x – ident: e_1_2_9_8_1 doi: 10.1002/smj.930 – ident: e_1_2_9_39_1 doi: 10.1007/s10551-007-9373-9 – ident: e_1_2_9_101_1 doi: 10.1287/orsc.1050.0135 – ident: e_1_2_9_14_1 doi: 10.1177/0032329203254863 – volume-title: Introduction to Systems Theory year: 2013 ident: e_1_2_9_95_1 – ident: e_1_2_9_5_1 doi: 10.1002/(SICI)1097-0266(200003)21:3<317::AID-SMJ90>3.0.CO;2-B – ident: e_1_2_9_45_1 doi: 10.1177/001872676501800103 – volume-title: The Social System year: 1951 ident: e_1_2_9_110_1 – ident: e_1_2_9_147_1 doi: 10.1525/cmr.2010.52.3.52 – ident: e_1_2_9_34_1 doi: 10.1287/mnsc.32.5.554 – ident: e_1_2_9_116_1 doi: 10.2307/2391262 – ident: e_1_2_9_20_1 doi: 10.1111/j.1467-6486.1995.tb00783.x – ident: e_1_2_9_72_1 doi: 10.5465/amr.2006.21318926 – ident: e_1_2_9_77_1 doi: 10.5465/amr.2010.0314 – ident: e_1_2_9_26_1 doi: 10.1177/1043463195007003003 – ident: e_1_2_9_11_1 doi: 10.5962/bhl.title.5851 – volume-title: Emergence: From Chaos to Order year: 2000 ident: e_1_2_9_60_1 – volume-title: Scanning the Business Environment year: 1967 ident: e_1_2_9_2_1 – ident: e_1_2_9_27_1 doi: 10.5465/amr.2007.25275684 – volume-title: Organizations and Environments year: 1979 ident: e_1_2_9_6_1 – volume: 6 start-page: 327 year: 2011 ident: e_1_2_9_96_1 article-title: Dodd‐Frank Act's specialized corporate disclosure: Using the securities laws to address public policy issues publication-title: Journal of Business and Technology Law – ident: e_1_2_9_113_1 doi: 10.2307/258155 – ident: e_1_2_9_114_1 doi: 10.2307/2393988 – ident: e_1_2_9_31_1 doi: 10.1177/0170840611410825 – ident: e_1_2_9_85_1 doi: 10.2307/2390622 – start-page: 173 volume-title: SAGE Handbook of Organizational Communication year: 2014 ident: e_1_2_9_24_1 – ident: e_1_2_9_87_1 doi: 10.1111/joms.12144 – ident: e_1_2_9_109_1 doi: 10.5465/AMR.2010.51142368 – ident: e_1_2_9_44_1 doi: 10.2307/259056 – ident: e_1_2_9_29_1 doi: 10.2307/2392061 – ident: e_1_2_9_41_1 doi: 10.1080/01969728708902152 – ident: e_1_2_9_124_1 doi: 10.1177/0893318911405622 – ident: e_1_2_9_78_1 doi: 10.1108/14720700810899275 – ident: e_1_2_9_154_1 doi: 10.1177/0007650314537021 – ident: e_1_2_9_38_1 doi: 10.1287/mnsc.42.5.693 – ident: e_1_2_9_30_1 doi: 10.1177/003803857200600304 – ident: e_1_2_9_151_1 doi: 10.1126/science.111.2872.23 – ident: e_1_2_9_69_1 doi: 10.5465/amr.2002.6588029 – ident: e_1_2_9_59_1 doi: 10.2307/2391134 – ident: e_1_2_9_157_1 doi: 10.1177/0170840612464612 – ident: e_1_2_9_82_1 doi: 10.1002/smj.2023 – volume-title: Cybernetics or Control and Communication in the Animal and the Machine year: 1965 ident: e_1_2_9_155_1 – ident: e_1_2_9_153_1 doi: 10.2307/2391875 – ident: e_1_2_9_98_1 doi: 10.4135/9781848608030.n6 – start-page: 128 volume-title: Comparing Public and Private Schools year: 1987 ident: e_1_2_9_130_1 – ident: e_1_2_9_71_1 doi: 10.1016/j.techsoc.2012.02.002 – ident: e_1_2_9_92_1 doi: 10.1007/978-3-663-01340-2_20 – start-page: 125 volume-title: Oxford Handbook of Sociology, Social Theory and Organization Studies: Contemporary Currents year: 2014 ident: e_1_2_9_132_1 – ident: e_1_2_9_40_1 doi: 10.5465/amp.2009.43479262 – ident: e_1_2_9_70_1 doi: 10.1111/j.1467-6486.2009.00831.x – ident: e_1_2_9_152_1 doi: 10.1007/978-3-642-69762-3_1 – ident: e_1_2_9_10_1 doi: 10.5840/beq200616223 – ident: e_1_2_9_47_1 doi: 10.1111/joms.12122 – ident: e_1_2_9_150_1 doi: 10.1007/s10551-015-2756-4 – ident: e_1_2_9_120_1 doi: 10.5465/AMR.2009.40631556 – ident: e_1_2_9_102_1 doi: 10.1177/1350508409353834 – ident: e_1_2_9_106_1 doi: 10.1287/orsc.1100.0602 – volume-title: Managing to Collaborate: The Theory and Practice of Collaborative Advantage year: 2005 ident: e_1_2_9_63_1 – ident: e_1_2_9_80_1 doi: 10.1177/1350508407082267 – ident: e_1_2_9_88_1 doi: 10.1007/978-3-322-96984-2_4 – ident: e_1_2_9_3_1 doi: 10.4337/9781848442658 – ident: e_1_2_9_9_1 doi: 10.1287/orsc.10.3.216 – ident: e_1_2_9_35_1 doi: 10.2307/2392469 – volume-title: Designing Complex Organizations year: 1982 ident: e_1_2_9_49_1 – ident: e_1_2_9_62_1 doi: 10.1016/S0024-6301(03)00115-8 – volume-title: Organization and Environment year: 1967 ident: e_1_2_9_84_1 – ident: e_1_2_9_133_1 doi: 10.1002/9781118766804.wbiect040 – ident: e_1_2_9_43_1 doi: 10.2307/2392145 – ident: e_1_2_9_136_1 doi: 10.1111/j.1530-9134.2007.00157.x – volume: 16 start-page: 215 year: 1994 ident: e_1_2_9_50_1 article-title: Renewing the strategy‐structure‐performance paradigm publication-title: Research in Organizational Behavior – ident: e_1_2_9_115_1 doi: 10.1177/0149206307302554 – volume-title: Social Systems year: 1995 ident: e_1_2_9_93_1 – ident: e_1_2_9_105_1 doi: 10.1177/0170840610374401 – ident: e_1_2_9_139_1 doi: 10.2189/asqu.53.2.266 – ident: e_1_2_9_121_1 doi: 10.1038/461472a – ident: e_1_2_9_90_1 doi: 10.1007/978-3-663-12374-3_11 – ident: e_1_2_9_126_1 doi: 10.1287/orsc.1100.0561 – ident: e_1_2_9_13_1 doi: 10.1287/orsc.9.6.644 – ident: e_1_2_9_144_1 doi: 10.1287/orsc.13.2.179.536 – ident: e_1_2_9_55_1 doi: 10.1177/0170840612443630 – start-page: 183 volume-title: Principles and Strategies to Balance Ethical, Social and Environmental Concerns with Corporate Requirements year: 2014 ident: e_1_2_9_103_1 – ident: e_1_2_9_18_1 doi: 10.1287/orsc.10.3.237 – ident: e_1_2_9_66_1 doi: 10.5465/amj.2011.0147 – volume-title: Organizations: Rational, Natural and Open Systems year: 1992 ident: e_1_2_9_129_1 – ident: e_1_2_9_81_1 doi: 10.1007/978-3-658-12868-5 – ident: e_1_2_9_108_1 doi: 10.1017/CBO9780511807763 – volume-title: Die Gesellschaft der Gesellschaft year: 1997 ident: e_1_2_9_94_1 – ident: e_1_2_9_4_1 doi: 10.1177/1350508410376256 – ident: e_1_2_9_32_1 doi: 10.1177/0170840611410836 – ident: e_1_2_9_42_1 doi: 10.1287/orsc.10.3.358 – ident: e_1_2_9_57_1 doi: 10.1111/1467-6486.00342 – ident: e_1_2_9_67_1 doi: 10.5465/amr.2008.33665141 – ident: e_1_2_9_159_1 doi: 10.1111/0022-1082.00262 – ident: e_1_2_9_112_1 doi: 10.2307/2393299 – ident: e_1_2_9_37_1 doi: 10.1016/j.lrp.2009.11.003 – ident: e_1_2_9_19_1 doi: 10.4324/9780203880524 – ident: e_1_2_9_52_1 doi: 10.1016/j.respol.2011.01.009 – ident: e_1_2_9_119_1 doi: 10.1111/joms.12137 – volume-title: Stern Review: The Economics of Climate Change year: 2006 ident: e_1_2_9_140_1 – volume: 67 start-page: 133 year: 1989 ident: e_1_2_9_56_1 article-title: Collaborate with your competitors and win publication-title: Harvard Business Review – ident: e_1_2_9_156_1 doi: 10.1016/S0148-2963(00)00147-8 – volume-title: Google, citing attacks, threatens to exit China’ year: 2010 ident: e_1_2_9_65_1 – ident: e_1_2_9_36_1 doi: 10.2307/258441 – volume-title: GLU. Glossar zu Niklas Luhmanns Theorie sozialer Systeme year: 1997 ident: e_1_2_9_12_1 – ident: e_1_2_9_158_1 doi: 10.1177/0021886391272001 – ident: e_1_2_9_51_1 doi: 10.1002/smj.4250100403 – ident: e_1_2_9_79_1 doi: 10.1111/gove.12065 – ident: e_1_2_9_22_1 doi: 10.1007/s10551-008-9783-3 – ident: e_1_2_9_73_1 doi: 10.2307/1556362 – ident: e_1_2_9_17_1 doi: 10.2307/2392494 – ident: e_1_2_9_83_1 doi: 10.1108/00070709710188336 – ident: e_1_2_9_117_1 doi: 10.5840/beq201222444 – start-page: 497 volume-title: Companion to Organizations year: 2002 ident: e_1_2_9_142_1 – ident: e_1_2_9_138_1 doi: 10.1080/14719030802423103 – ident: e_1_2_9_99_1 doi: 10.1111/1467-6486.00308 – ident: e_1_2_9_76_1 doi: 10.1002/9780470693452.ch23 – ident: e_1_2_9_123_1 doi: 10.1111/j.1467-6486.2010.00950.x – ident: e_1_2_9_48_1 doi: 10.5465/amr.2007.26586092 – ident: e_1_2_9_148_1 doi: 10.2307/257722 – volume-title: Organization Theory and Design year: 1992 ident: e_1_2_9_33_1 – ident: e_1_2_9_143_1 doi: 10.2307/2393679 – ident: e_1_2_9_122_1 doi: 10.5465/AME.2003.9474812 – ident: e_1_2_9_100_1 doi: 10.1111/joms.12092 – ident: e_1_2_9_125_1 doi: 10.2307/257996 – volume-title: This Changes Everything year: 2014 ident: e_1_2_9_75_1 – ident: e_1_2_9_15_1 doi: 10.1007/s10551-013-1827-7 – ident: e_1_2_9_23_1 doi: 10.1177/0095399714548268 – ident: e_1_2_9_135_1 doi: 10.1177/0149206305279601 – ident: e_1_2_9_28_1 doi: 10.1287/orsc.2014.0927 – ident: e_1_2_9_131_1 doi: 10.1177/1350508406059635 – volume-title: Zweckbegriff und Systemrationalität year: 1973 ident: e_1_2_9_89_1 – volume-title: The Origins of Order: Self‐Organization and Selection in Evolution year: 1993 ident: e_1_2_9_68_1 doi: 10.1093/oso/9780195079517.001.0001 – ident: e_1_2_9_16_1 doi: 10.2307/2093199 – ident: e_1_2_9_107_1 doi: 10.5465/amr.1990.4308156 – volume-title: Social Network Analysis: A Handbook year: 2000 ident: e_1_2_9_128_1 – ident: e_1_2_9_149_1 doi: 10.1177/0170840612443625 – ident: e_1_2_9_53_1 doi: 10.1002/(SICI)1097-0266(200003)21:3<203::AID-SMJ102>3.0.CO;2-K – ident: e_1_2_9_146_1 doi: 10.2307/257550 – ident: e_1_2_9_7_1 doi: 10.2307/257905 – ident: e_1_2_9_91_1 doi: 10.1007/978-3-663-01340-2_9 – ident: e_1_2_9_58_1 doi: 10.2307/258963 – volume: 10 start-page: 51 year: 2008 ident: e_1_2_9_134_1 article-title: Adaptive responsibilities: Nonlinear interactions in cross sector social partnerships publication-title: Emergence: Complexity & Organization – ident: e_1_2_9_141_1 doi: 10.1007/s10551-013-2017-3 – ident: e_1_2_9_137_1 doi: 10.1287/orsc.1050.0116 – start-page: 591 volume-title: The Oxford Handbook of Business and the Natural Environment year: 2012 ident: e_1_2_9_86_1 – ident: e_1_2_9_127_1 doi: 10.5465/amj.2011.0812 – ident: e_1_2_9_111_1 doi: 10.1177/0007650311427426 – volume-title: The Management of Innovation year: 1966 ident: e_1_2_9_25_1 – ident: e_1_2_9_145_1 doi: 10.1177/135050849853001 – ident: e_1_2_9_61_1 doi: 10.1086/227766 – ident: e_1_2_9_21_1 doi: 10.2307/20159624 – ident: e_1_2_9_54_1 doi: 10.5465/19416520.2012.691646 – ident: e_1_2_9_97_1 doi: 10.1177/1476127005050112 – ident: e_1_2_9_64_1 – ident: e_1_2_9_104_1 doi: 10.1111/j.1467-6486.2004.00462.x
SSID	ssj0000470
Score	2.562207
Snippet	Organizations have to cope with the complexity of their environment in order to survive. A considerable body of research has shown that organizations may...
SourceID	swepub proquest crossref wiley
SourceType	Open Access Repository Aggregation Database Enrichment Source Index Database Publisher
StartPage	182
SubjectTerms	Alliances Collaboration collaborative complexity Complex systems Complexity Complexity theory Conceptual models corporate social responsibility (CSR) environmental complexity internal complexity Internet interorganizational collaboration Organization theory Organizations Social responsibility Social systems Social systems theory Studies System theory Systems theory Work environment
Title	Reducing Complexity by Creating Complexity: A Systems Theory Perspective on How Organizations Respond to Their Environments
URI	https://onlinelibrary.wiley.com/doi/abs/10.1111%2Fjoms.12206 https://www.proquest.com/docview/1867811776 https://www.proquest.com/docview/2805304377 https://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-142471
Volume	54
hasFullText	1
inHoldings	1
isFullTextHit
isPrint
journalDatabaseRights	– providerCode: PRVWIB databaseName: Wiley Online Library Full Collection 2020 customDbUrl: eissn: 1467-6486 dateEnd: 99991231 omitProxy: false ssIdentifier: ssj0000470 issn: 0022-2380 databaseCode: DRFUL dateStart: 19970101 isFulltext: true titleUrlDefault: https://onlinelibrary.wiley.com providerName: Wiley-Blackwell
link	http://cvtisr.summon.serialssolutions.com/2.0.0/link/0/eLvHCXMwpV1bS8MwFD6MKeKLd7E6JaA-KFSatGsb8WVsDhFvzAt7K2mWyEBX2UUR_DH-Fn-ZSXpxgyGIb6U5oSE5l--Uc74A7DmMcsdhxMYMu7YXU-UHQ1fajAqJXYYxD6W5bCK4ugrbbXpTgpO8Fyblhyh-uGnLMP5aGziLB-NGnjwPjjAhmm97hijF9cow02g17y9-PLEXODlbuApNTkZPaip5itmTAWkMZabMoZOg1USd5uL_1rsECxnaRLVUPZahJHorMJcXu6_CR0szt6rohbRf0NyYw3cUv6O6gZITr49R7esz4zdHaUc_uvnp1ERJD50lb2iitxO1TAVuBw0TPaXbR6djfXVrcN88vauf2dl9DDZXqMRXx-nIMMZMgyCVllVdlRr6hArBFaigNMaeYMKnMfF8SQURkjMuuaC843ok8Lm7DuVe0hMbgISGiR1OpPR0RufTgLtBrLl33JhWedWCg_xQIp6Rles7M56iImlR2xmZ7bRgt5B9SSk6pkpV8rONMjNVI6FvOm2D6cMkVC5Kkz8FFuyn6lB8QdNyN7oPtSjpP0aDUaQ7BgNswaHRgV8WEp1fX96ap82_CG_BPNGIwpS_VaA87I_ENszy12F30N_JNP8bbxsJqg
linkProvider	Wiley-Blackwell
linkToHtml	http://cvtisr.summon.serialssolutions.com/2.0.0/link/0/eLvHCXMwpV1bT9swFD6a2mnwwjZgotxmCfYAUlDspEnMWwVUZZQOdYB4sxLXnipBg3oBVdqP2W_hl83HSdNWqpAQb5EvimWfy3escz4D7Lsxl64bM4fG1HP8hBs7GHnaibnS1IsplZG2j02ErVZ0d8ev8twcrIXJ-CGKCzfUDGuvUcHxQnpWy9OHwRFlDAm3y76Ro2oJyqft-k1zaor90J3QhRvf5Ob8pDaVp5g975FmYGZGHTqPWq3bqX9-54K_wEqON0ktE5Cv8EH1VuHTJN19Df62kbvV-C-ClgHZMYdjkozJiQWTc83HpPbyL2c4J1lNP7ma1mqStEca6TOZq-4kbZuD2yHDFKd0--RsprJuHW7qZ9cnDSd_kcGRBpcE5kBdHSU0RhhkArOqZ4LDgHGlpIEVnCfUV7EKeML8QHPFlJax1FJx2fF8FgbS-walXtpTG0AUAsWOZFr7GNMFPJRemCD7jpfwqqxW4GByKkLmdOX4asa9KMIWs53CbmcF9oqxjxlJx8JR25PDFbmimp4osLW24eJuFhkjhfRPYQV-ZPJQ_AGJuU-7tzWR9v-IwUhgzWBIK3BoheCVhYifvy5_26_Ntwz-DkuN68umaJ63LrZgmSG-sMlw21Aa9kdqBz7Kp2F30N_N1eA_R3MNmg
linkToPdf	http://cvtisr.summon.serialssolutions.com/2.0.0/link/0/eLvHCXMwpV1RT9swED4hQNVeGIxNKytgaeyBSZliJ01i3ipKVaB0VaETb1bi2lMlaFBbNlXix_Bb-GX4nDRtpQpp2lsU24pl--6-i-77DHDkxly6bswcGlPP8RNu_GDkaSfmSlMvplRG2l42Ebbb0e0t7-S1OciFyfQhih9uaBnWX6OBq4e-XrTy9H78gzKGgtsbfpUHxi436t1GrzV3xX7ozuTCTWxyc31SW8pTjF6OSAswM5MOXUatNuw03v_nhLdhK8ebpJYdkB1YU8MPUJqVu-_CUxe1W038IugZUB1zMiXJlJxaMLn0-oTUXp5zhXOScfpJZ87VJOmQNNO_ZIndSbq2BrdPJikOGYzI2QKz7iP0Gmc3p00nv5HBkQaXBGZDXR0lNEYYZBKzqmeSw4BxpaSBFZwn1FexCnjC_EBzxZSWsdRScdn3fBYG0vsE68N0qD4DUQgU-5Jp7WNOF_BQemGC6jtewquyWobj2a4ImcuV460Zd6JIW8xyCrucZfha9H3IRDpW9qrMNlfkhmpaosBybcPVzSwyTgrln8IyfMvOQ_EFFOauD37VRDr6LcaPAjmDIS3Dd3sI3piIuPh5dW2f9v6l8yGUOvWGaJ23L7_AO4bwwtbCVWB9MnpU-7Ap_0wG49FBbgWvwDkNFQ
openUrl	ctx_ver=Z39.88-2004&ctx_enc=info%3Aofi%2Fenc%3AUTF-8&rfr_id=info%3Asid%2Fsummon.serialssolutions.com&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.atitle=Reducing+Complexity+by+Creating+Complexity&rft.jtitle=Journal+of+management+studies&rft.au=Schneider%2C+Anselm&rft.au=Wickert%2C+Christopher&rft.au=Marti%2C+Emilio&rft.date=2017-03-01&rft.issn=0022-2380&rft.volume=54&rft.issue=2&rft.spage=182&rft_id=info:doi/10.1111%2Fjoms.12206&rft.externalDocID=oai_DiVA_org_su_142471
thumbnail_l	http://covers-cdn.summon.serialssolutions.com/index.aspx?isbn=/lc.gif&issn=0022-2380&client=summon
thumbnail_m	http://covers-cdn.summon.serialssolutions.com/index.aspx?isbn=/mc.gif&issn=0022-2380&client=summon
thumbnail_s	http://covers-cdn.summon.serialssolutions.com/index.aspx?isbn=/sc.gif&issn=0022-2380&client=summon