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The authors of this book link productivity change, trade
competitiveness, networks of interaction and cooperation and income
growth in developing Asian countries with the complex evolutionary
processes of economic development and international trade. They
take an innovative approach to simulating the complex
micro-dynamics of competitiveness in order to distinguish those
trade-related microeconomic dynamics and institutional reforms
vital to leading countries out of institutional and poverty
traps.Real competitiveness changes in six countries (Bangladesh,
India, Indonesia, Nepal, Pakistan and Thailand) are measured from
1991 to 2000 with detailed international export unit value
comparisons, to detect structural changes towards technology and
knowledge intensive goods in trade patterns. No significant
structural change was detected in the six countries during that
period. Evolutionary trade theory is presented in two models and is
calibrated with transaction and trade data from West Bengal and
Nepal. These reveal that lower transport costs - resulting from
investment in transport and institutional reforms related to the
investment and trade environment - result initially in small
productivity differences that can be amplified in a non-linear
evolutionary system and eventually lead to a spatial restructuring
of the system, and to a structural change in the trade patterns.
The models in this path-breaking book can be used to explore the
impact of a variety of interventions and policies. Productivity,
Competitiveness and Incomes in Asia will be of interest to
academics and researchers in Asian Studies, industrial economics,
evolutionary economics and international business development. The
book will also appeal to policy makers responsible for economic
growth.
A clear methodological and philosophical introduction to complexity
theory as applied to urban and regional systems is given, together
with a detailed series of modelling case studies compiled over the
last couple of decades. Based on the new complex systems thinking,
mathematical models are developed which attempt to simulate the
evolution of towns, cities, and regions and the complicated
co-evolutionary interaction there is both between and within them.
The aim of these models is to help policy analysis and
decision-making in urban and regional planning, energy policy,
transport policy, and many other areas of service provision,
infrastructure planning, and investment that are necessary for a
successful society.
The book describes what it means to say the world is complex and
explores what that means for managers, policy makers and
individuals. The first part of the book is about the theory and
ideas of complexity. This is explained in a way that is thorough
but not mathematical. It compares differing approaches, and also
provides a historical perspective, showing how such thinking has
been around since the beginning of civilisation. It emphasises the
difference between a complexity worldview and the dominant
mechanical worldview that underpins much of current management
practice. It defines the complexity worldview as recognising the
world is interconnected, shaped by history and the particularities
of context. The comparison of the differing approaches to modelling
complexity is unique in its depth and accessibility. The second
part of the book uses this lens of complexity to explore issues in
the fields of management, strategy, economics, and international
development. It also explores how to facilitate others to recognise
the implications of adopting a complex rather than a mechanical
worldview and suggests methods of research to explore systemic,
path-dependent emergent aspects of situations. The authors of this
book span both science and management, academia and practice, thus
the explanations of science are authoritative and yet the examples
of changing how you live and work in the world are real and
accessible. The aim of the book is to bring alive what complexity
is all about and to illustrate the importance of loosening the grip
of a modernist worldview with its hope for prediction, certainty
and control.
Organizations of all kinds struggle to understand, adapt, respond
and manipulate changing conditions in their internal and external
environments. Approaches based on the causal, linear logic of
mechanistic sciences and engineering continue to play an important
role, given people's ability to create order. But such approaches
are valid only within carefully circumscribed boundaries. They
become counterproductive when the same organizations display the
highly reflexive, context-dependent, dynamic nature of systems in
which agents learn and adapt and new patterns emerge. The rapidly
expanding discussion about complex systems offers important
contributions to the integration of diverse perspectives and
ultimately new insights into organizational effectiveness. There is
increasing interest in complexity in mainstream business education,
as well as in specialist business disciplines such as knowledge
management. Real world systems can't be completely designed,
controlled, understood or predicted, even by the so-called sciences
of complexity, but they can be more effective when understood as
complex systems. While many scientific disciplines explore
complexity principally through abstract mathematical models and
simulations, Emergence: Complexity & Organization explores the
emerging understanding of human systems from both the 'hard'
quantitative sciences and the 'soft' qualitative perspectives. This
2008 Annual includes articles from Stephen J. Guastello, Ken
Baskin, Mihnea Moldoveanu, Frank Boons, Duncan A. Robertson, Brenda
L. Massetti, Maria May Seitanidi, Mary Lee Rhodes and many more,
which explore a range of complexity-related topics from
philosophical concerns through to the practical application of
complexity ideas, concepts and frameworks in human organizations.
Also included are a series of four reproductions of classical
papers in the fields of complexity and systems, each with critical
introductions that explore their modern relevance: "The Meanings of
'Emergence' and Its Modes" by Arthur O. Lovejoy (originally
published in 1927) "An Outline of General System Theory" by Ludwig
von Bertalanffy (originally published in 1950) "Society as a
Complex Adaptive System" by Walter Buckley (originally published in
1968) "Is Adaptability Enough?" by Geoffrey Vickers (originally
published in 1959)
Organizations of all kinds struggle to understand, adapt, respond
and manipulate changing conditions in their internal and external
environments. Approaches based on the causal, linear logic of
mechanistic sciences and engineering continue to play an important
role, given people's ability to create order. But such approaches
are valid only within carefully circumscribed boundaries. They
become counterproductive when the same organizations display the
highly reflexive, context-dependent, dynamic nature of systems in
which agents learn and adapt and new patterns emerge. The rapidly
expanding discussion about complex systems offers important
contributions to the integration of diverse perspectives and
ultimately new insights into organizational effectiveness. There is
increasing interest in complexity in mainstream business education,
as well as in specialist business disciplines such as knowledge
management. Real world systems can't be completely designed,
controlled, understood or predicted, even by the so-called sciences
of complexity, but they can be more effective when understood as
complex systems. While many scientific disciplines explore
complexity principally through abstract mathematical models and
simulations, Emergence: Complexity & Organization explores the
emerging understanding of human systems from both the 'hard'
quantitative sciences and the 'soft' qualitative perspectives. This
2007 Annual includes articles from Alice MacGillivray, Dale
Lockwood, L. Deborah Sword, Gerald Midgley, Viveca Asporth, Jack
Meek, and many more, which explore a range of complexity-related
topics from philosophical concerns through to the practical
application of complexity ideas, concepts and frameworks in human
organizations. Also included are a series of four reproductions of
classical papers in the fields of complexity and systems, each with
critical introductions that explore their modern relevance: "The
Philosophy of the Present" by George Herbert Mead (originally
published in 1932), "Emergence" by Michael Polanyi (originally
published in 1966), "The Theory of Complex Phenomena" by Friedrich
August von Hayek (originally published in 1967), and "The Pretence
of Knowledge" by Friedrich August von Hayek (originally published
in 1975).
An investigative study into where, how and why Luke interacts with
Isaiah. References to Isaiah occur at key points in the narrative,
typically introducing the mission of main characters and outlining
or summarising the overall plot, suggesting that Luke utilises
Isaiah as part of his interpretive framework. The overarching theme
drawn from Isaiah appears to be the servant's mission to bring
salvation to all people (Isa 49:6). Luke's careful selection and
radical interpretation of Isaianic texts highlights surprising
aspects of this theme. These include the nature and scope of
salvation, the necessary suffering role of the Messiah and its
connection with the proclamation of salvation, and the unexpected
response to the message by Israel and the nations. Mallen's study
rehabilitates the importance of the servant motif for Luke, not in
terms of atonement or as a christological title but rather in
supplying the job description for Jesus' messianic mission and that
of his followers.
Organizations of all kinds struggle to understand, adapt, respond
and manipulate changing conditions in their internal and external
environments. Approaches based on the causal, linear logic of
mechanistic sciences and engineering continue to play an important
role, given people's ability to create order. But such approaches
are valid only within carefully circumscribed boundaries. They
become counterproductive when the same organizations display the
highly reflexive, context-dependent, dynamic nature of systems in
which agents learn and adapt and new patterns emerge. The rapidly
expanding discussion about complex systems offers important
contributions to the integration of diverse perspectives and
ultimately new insights into organizational effectiveness. There is
increasing interest in complexity in mainstream business education,
as well as in specialist business disciplines such as knowledge
management. Real world systems can't be completely designed,
controlled, understood or predicted, even by the so-called sciences
of complexity, but they can be more effective when understood as
complex systems. While many scientific disciplines explore
complexity through mathematical models and simulations, Emergence:
Complexity & Organization explores the emerging understanding
of human systems that is informed by this research. This 2005
Annual includes articles from Max Boisot, Ken Baskin, Robert E.
Ulanowicz, Heather H pfl, Victoria Alexander, and many more, which
explore a range of complexity-related topics from philosophical
concerns through to the practical application of complexity ideas,
concepts and frameworks in human organizations. Also included are a
series of four reproductions of classical papers in the fields of
complexity and systems: "Futurology and the Future of Systems
Analysis" by Ida R. Hoos (originally published in 1972) "A Form of
Logic Suited for Biology" by Walter M. Elsasser (originally
published in 1981) "Beyond Open Systems Models of Organization" by
Louis R. Pondy (originally unpublished conference paper from 1976)
"The Architecture of Complexity" by Herbert A. Simon (originally
published in 1962)
Organizations of all kinds struggle to understand, adapt, respond
and manipulate changing conditions in their internal and external
environments. Approaches based on the causal, linear logic of
mechanistic sciences and engineering continue to play an important
role, given people's ability to create order. But such approaches
are valid only within carefully circumscribed boundaries. They
become counterproductive when the same organizations display the
highly reflexive, context-dependent, dynamic nature of systems in
which agents learn and adapt and new patterns emerge. The rapidly
expanding discussion about complex systems offers important
contributions to the integration of diverse perspectives and
ultimately new insights into organizational effectiveness. There is
increasing interest in complexity in mainstream business education,
as well as in specialist business disciplines such as knowledge
management. Real world systems can't be completely designed,
controlled, understood or predicted, even by the so-called sciences
of complexity, but they can be more effective when understood as
complex systems. While many scientific disciplines explore
complexity through mathematical models and simulations, Emergence:
Complexity & Organization explores the emerging understanding
of human systems that is informed by this research. This 2005
Annual includes articles from Max Boisot, Ken Baskin, Robert E.
Ulanowicz, Heather H pfl, Victoria Alexander, and many more, which
explore a range of complexity-related topics from philosophical
concerns through to the practical application of complexity ideas,
concepts and frameworks in human organizations. Also included are a
series of four reproductions of classical papers in the fields of
complexity and systems: "Futurology and the Future of Systems
Analysis" by Ida R. Hoos (originally published in 1972) "A Form of
Logic Suited for Biology" by Walter M. Elsasser (originally
published in 1981) "Beyond Open Systems Models of Organization" by
Louis R. Pondy (originally unpublished conference paper from 1976)
"The Architecture of Complexity" by Herbert A. Simon (originally
published in 1962)
Organizations of all kinds struggle to understand, adapt, respond
and manipulate changing conditions in their internal and external
environments. Approaches based on the causal, linear logic of
mechanistic sciences and engineering continue to play an important
role, given people's ability to create order. But such approaches
are valid only within carefully circumscribed boundaries. They
become counterproductive when the same organizations display the
highly reflexive, context-dependent, dynamic nature of systems in
which agents learn and adapt and new patterns emerge. The rapidly
expanding discussion about complex systems offers important
contributions to the integration of diverse perspectives and
ultimately new insights into organizational effectiveness. There is
increasing interest in complexity in mainstream business education,
as well as in specialist business disciplines such as knowledge
management. Real world systems can't be completely designed,
controlled, understood or predicted, even by the so-called sciences
of complexity, but they can be more effective when understood as
complex systems. While many scientific disciplines explore
complexity through mathematical models and simulations, Emergence:
Complexity & Organization explores the emerging understanding
of human systems that is informed by this research. This 2004
Annual includes articles from Isabelle Stengers, Julie Klein,
Sandra Mitchell, Glenda Eoyang, Bill McKelvey, William Sulis and
many more, which explore a range of complexity-related topics from
philosophical concerns through to the practical application of
complexity ideas, concepts and frameworks in human organizations.
Also included are a series of four reproductions of classical
papers in the fields of complexity and systems: "Principles of
Self-Organizing Systems" by Ross Ashby (originally published in
1962) "General Systems Theory: The Skeleton of Science" by Kenneth
Boulding (originally published in 1956) "Science and Complexity" by
Warren Weaver (originally published in 1948) "Emergence" by Stephen
Pepper (originally published in 1926)
Organizations of all kinds struggle to understand, adapt, respond
and manipulate changing conditions in their internal and external
environments. Approaches based on the causal, linear logic of
mechanistic sciences and engineering continue to play an important
role, given people's ability to create order. But such approaches
are valid only within carefully circumscribed boundaries. They
become counterproductive when the same organizations display the
highly reflexive, context-dependent, dynamic nature of systems in
which agents learn and adapt and new patterns emerge. The rapidly
expanding discussion about complex systems offers important
contributions to the integration of diverse perspectives and
ultimately new insights into organizational effectiveness. There is
increasing interest in complexity in mainstream business education,
as well as in specialist business disciplines such as knowledge
management. Real world systems can't be completely designed,
controlled, understood or predicted, even by the so-called sciences
of complexity, but they can be more effective when understood as
complex systems. While many scientific disciplines explore
complexity through mathematical models and simulations, Emergence:
Complexity & Organization explores the emerging understanding
of human systems that is informed by this research. This 2004
Annual includes articles from Isabelle Stengers, Julie Klein,
Sandra Mitchell, Glenda Eoyang, Bill McKelvey, William Sulis and
many more, which explore a range of complexity-related topics from
philosophical concerns through to the practical application of
complexity ideas, concepts and frameworks in human organizations.
Also included are a series of fourreproductions of classical papers
in the fields of complexity and systems: "Principles of
Self-Organizing Systems" by Ross Ashby (originally published in
1962) "General Systems Theory: The Skeleton of Science" by Kenneth
Boulding (originally published in 1956) "Science and Complexity" by
Warren Weaver (originally published in 1948) "Emergence" by Stephen
Pepper (originally published in 1926)
Organizations of all kinds struggle to understand, adapt, respond
and manipulate changing conditions in their internal and external
environments. Approaches based on the causal, linear logic of
mechanistic sciences and engineering continue to play an important
role, given people's ability to create order. But such approaches
are valid only within carefully circumscribed boundaries. They
become counterproductive when the same organizations display the
highly reflexive, context-dependent, dynamic nature of systems in
which agents learn and adapt and new patterns emerge. The rapidly
expanding discussion about complex systems offers important
contributions to the integration of diverse perspectives and
ultimately new insights into organizational effectiveness. There is
increasing interest in complexity in mainstream business education,
as well as in specialist business disciplines such as knowledge
management. Real world systems can't be completely designed,
controlled, understood or predicted, even by the so-called sciences
of complexity, but they can be more effective when understood as
complex systems. While many scientific disciplines explore
complexity principally through abstract mathematical models and
simulations, Emergence: Complexity & Organization explores the
emerging understanding of human systems from both the 'hard'
quantitative sciences and the 'soft' qualitative perspectives. This
2010 Annual includes articles from Goktu Morcol, Lynne Hamill, Mika
Aaltonen, Glenda Eoyang, Lasse Gerrits, Jean Boulton, and many
more, that explore a range of complexity-related topics from
philosophical concerns through to the practical application of
complexity ideas, concepts and frameworks in human organizations.
Also included are a series of four reproductions of classic papers
in the fields of complexity and systems, each with critical
introductions that explore their modern relevance: "The Science of
'Muddling' Through" by Charles E. Lindblom (originally published in
1959); "Why is Economics not an Evolutionary Science?" by Thorstein
Veblen (originally published in 1898); "The Theory of Emergence" by
Reuben Ablowitz (originally published in 1939), and; "Determinism
and Life" by Conrad Hal Waddington (originally published in 1972).
Organizations of all kinds struggle to understand, adapt, respond
and manipulate changing conditions in their internal and external
environments. Approaches based on the causal, linear logic of
mechanistic sciences and engineering continue to play an important
role, given people's ability to create order. But such approaches
are valid only within carefully circumscribed boundaries. They
become counterproductive when the same organizations display the
highly reflexive, context-dependent, dynamic nature of systems in
which agents learn and adapt and new patterns emerge. The rapidly
expanding discussion about complex systems offers important
contributions to the integration of diverse perspectives and
ultimately new insights into organizational effectiveness. There is
increasing interest in complexity in mainstream business education,
as well as in specialist business disciplines such as knowledge
management. Real world systems can't be completely designed,
controlled, understood or predicted, even by the so-called sciences
of complexity, but they can be more effective when understood as
complex systems. While many scientific disciplines explore
complexity principally through abstract mathematical models and
simulations, Emergence: Complexity & Organization explores the
emerging understanding of human systems from both the 'hard'
quantitative sciences and the 'soft' qualitative perspectives. This
2009 Annual includes articles from Anet Potgieter, Benyamin
Lichtenstein, Kate Crawford, Donald Gilstrap, Liz Varga, Steven
Wallis, and many more, that explore a range of complexity-related
topics from philosophical concerns through to the practical
application of complexity ideas, concepts and frameworks in human
organizations. Also included are a series of four reproductions of
classical papers in the fields of complexity and systems, each with
critical introductions that explore their modern relevance:
"Thoughts on Organization Theory" by Anatol Rapoport & William
J. Horvath(originally published in 1959)"The Doctrine of Levels" by
George P. Conger(originally published in 1925)"The Role of Somatic
Change in Evolution" by Gregory Bateson(originally published in
1963)"The Status of Emergence" by Paul Henle(originally published
in 1942)
Organizations of all kinds struggle to understand, adapt, respond
and manipulate changing conditions in their internal and external
environments. Approaches based on the causal, linear logic of
mechanistic sciences and engineering continue to play an important
role, given people's ability to create order. But such approaches
are valid only within carefully circumscribed boundaries. They
become counterproductive when the same organizations display the
highly reflexive, context-dependent, dynamic nature of systems in
which agents learn and adapt and new patterns emerge. The rapidly
expanding discussion about complex systems offers important
contributions to the integration of diverse perspectives and
ultimately new insights into organizational effectiveness. There is
increasing interest in complexity in mainstream business education,
as well as in specialist business disciplines such as knowledge
management. Real world systems can't be completely designed,
controlled, understood or predicted, even by the so-called sciences
of complexity, but they can be more effective when understood as
complex systems. While many scientific disciplines explore
complexity principally through abstract mathematical models and
simulations, Emergence: Complexity & Organization explores the
emerging understanding of human systems from both the 'hard'
quantitative sciences and the the 'soft' qualitative perspectives.
This 2006 Annual includes articles from Elizabeth McMillan, Daniel
Solow, Kathleen Carley, Paul Cilliers, Ysanne Carlisle, James Hazy,
and many more, which explore a range of complexity-related topics
from philosophical concerns through to the practical application of
complexity ideas, concepts and frameworks in human organizations.
Also included are a series of three reproductions of classical
papers in the fields of complexity and systems, each with critical
introductions that explore their modern relevance: "The Philosophic
Functions of Emergence" by Charles A. Baylis (originally published
in 1929); "Novelty, Indeterminism, and Emergence" by W. T. Stace
(originally published in 1939); "The Functions of the Executive:
The Individual and Organization" by Chester I. Barnard(originally
published in 1938).
The contributions to this volume attempt to apply different aspects
of Ilya Prigogine's Nobel-prize-winning work on dissipative
structures to nonchemical systems as a way of linking the natural
and social sciences. They address both the mathematical methods for
description of pattern and form as they evolve in biological
systems and the mechanisms of the evolution of social systems,
containing many variables responding to subjective, qualitative
stimuli. The mathematical modeling of human systems, especially
those far from thermodynamic equilibrium, must involve both chance
and determinism, aspects both quantitative and qualitative. Such
systems (and the physical states of matter which they resemble) are
referred to as self-organized or dissipative structures in order to
emphasize their dependence on the flows of matter and energy to and
from their surroundings. Some such systems evolve along lines of
inevitable change, but there occur instances of choice, or
bifurcation, when chance is an important factor in the qualitative
modification of structure. Such systems suggest that evolution is
not a system moving toward equilibrium but instead is one which
most aptly evokes the patterns of the living world. The volume is
truly interdisciplinary and should appeal to researchers in both
the physical and social sciences. Based on a workshop on
dissipative structures held in 1978 at the University of Texas,
contributors include Prigogine, A. G. Wilson, Andre de Palma, D.
Kahn, J. L. Deneubourgh, J. W. Stucki, Richard N. Adams, and Erick
Jantsch. The papers presented include Allen, "Self-Organization in
the Urban System"; Robert Herman, "Remarks on Traffic Flow Theories
and the Characterization of Traffic in Cities"; W. H. Zurek and
Schieve, "Nucleation Paradigm: Survival Threshold in Population
Dynamics"; De Palma et al., "Boolean Equations with Temporal
Delays"; Nicholas Georgescu-Roegin, "Energy Analysis and Technology
Assessment"; Magoroh Maruyama, "Four Different Causal Meta-types in
Biological and Social Sciences"; and Jantsch, "From Self-Reference
to Self-Transcendence: The Evolution of Self-Organization
Dynamics."
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