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Journal articles on the topic 'Systems Theory of Management'

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Published: 4 June 2021
Last updated: 5 February 2022

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1

Sharma, C. L. "Systems Theory and Organisational Management." Indian Journal of Public Administration 36, no. 2 (April 1990): 193–208. http://dx.doi.org/10.1177/0019556119900203.

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2

CHECKLAND, PETER. "Systems Theory and Management Thinking." American Behavioral Scientist 38, no. 1 (September 1994): 75–91. http://dx.doi.org/10.1177/0002764294038001007.

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3

NISHIYAMA, Kenichi. "Management Theory of Viable Systems." Journal of the Society of Mechanical Engineers 94, no. 870 (1991): 412–16. http://dx.doi.org/10.1299/jsmemag.94.870_412.

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4

Davies, John. "Management Theory." International Journal of Strategic Decision Sciences 1, no. 3 (July 2010): 33–48. http://dx.doi.org/10.4018/jsds.2010070103.

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This paper develops a systems perspective on the interdependent relationships between management academics, management theory and management practice. The author re-examines issues raised by Ghoshal, not only about how the uncritical acceptance of an ideologically based gloomy vision of human nature has led to “bad management theories ... destroying good management practices”, but also how practice can impact the development of theory. The approach provides an opportunity to reinterpret and reveal the systemic nature of related feedback and learning processes labelled as the double hermeneutic by Giddens (1987) and as reciprocal determinism by Bandura (1978), to draw a parallel with the role of theory in the decision sciences. This paper provides a constructive illustration of the use of the systems representational tools of system dynamics to develop a systems perspective on these matters to identify the underpinning systemic structure that gives rise to Ghoshal’s views. Finally, the author identifies a means of addressing issues of concern to management theorists, analysts, and practitioners.
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5

Mcleod Jr., Raymond. "Systems Theory and Information Resources Management." Information Resources Management Journal 8, no. 2 (April 1995): 5–15. http://dx.doi.org/10.4018/irmj.1995040101.

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6

Taket, Ann, and Robert L. Flood. "Liberating Systems Theory." Journal of the Operational Research Society 43, no. 3 (March 1992): 287. http://dx.doi.org/10.2307/2583722.

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7

Taket, Ann. "Liberating Systems Theory." Journal of the Operational Research Society 43, no. 3 (March 1992): 287–90. http://dx.doi.org/10.1057/jors.1992.41.

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8

Zenko, Zdenka, Bojan Rosi, Matjaz Mulej, Tatjana Mlakar, and Nastja Mulej. "General Systems Theory Completed Up by Dialectical Systems Theory." Systems Research and Behavioral Science 30, no. 6 (November 2013): 637–45. http://dx.doi.org/10.1002/sres.2234.

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9

Happ, Mary Beth. "Sociotechnical Systems Theory." JONA: The Journal of Nursing Administration 23, no. 6 (June 1993): 47–54. http://dx.doi.org/10.1097/00005110-199306000-00011.

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10

George Saadé, Raafat, Fassil Nebebe, and Tak Mak. "Knowledge Management Systems Development: Theory and Practice." Interdisciplinary Journal of Information, Knowledge, and Management 6 (2011): 035–72. http://dx.doi.org/10.28945/1361.

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11

Teece, David J. "Dynamic capabilities as (workable) management systems theory." Journal of Management & Organization 24, no. 3 (January 24, 2018): 359–68. http://dx.doi.org/10.1017/jmo.2017.75.

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AbstractIn management studies, systems theory is an underexplored construct consistent with the dynamic capabilities framework. The systems approach received attention from management scholars in the middle of the last century, but, since then, has been largely abandoned. Meanwhile, academic disciplines have continued to narrow their focus. The capabilities and systems frameworks both adopt a holistic view that calls for all elements of an organization to be in alignment, and both recognize the importance of some form of learning for the purpose of adaptation. Dynamic capabilities go further by recognizing that organizations not only adapt to the business environment, they often try to shape it, too. While systems theory emphasizes internal stability over time and homogeneity across similar systems, dynamic capabilities include an explicit role for management/leadership that allows systemic change to start from within, which is the source of heterogeneity across firms. Dynamic capabilities are part of a system that includes resources and strategy. Together they determine the degree of competitive advantage an individual enterprise can gain over its rivals.
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12

Vinaja, Robert. "Geographical information systems theory, applications and management." Journal of Global Information Technology Management 22, no. 2 (April 3, 2019): 150–52. http://dx.doi.org/10.1080/1097198x.2019.1603740.

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13

Bozeman, Barry, and Stuart Bretschneider. "Public Management Information Systems: Theory and Prescription." Public Administration Review 46 (November 1986): 475. http://dx.doi.org/10.2307/975569.

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14

Merker, Stephen L. "Living systems theory: A framework for management." Behavioral Science 30, no. 4 (1985): 187–94. http://dx.doi.org/10.1002/bs.3830300403.

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15

Davies, RMG, and RG Saunders. "Applying systems theory to project management problems." International Journal of Project Management 6, no. 1 (February 1988): 19–26. http://dx.doi.org/10.1016/0263-7863(88)90054-3.

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16

Zakeri, Shervin, and Naoufel Cheikhrouhou. "The orbital systems theory." International Journal of Applied Decision Sciences 14, no. 3 (2021): 274. http://dx.doi.org/10.1504/ijads.2021.114958.

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17

Bailey, Kenneth D. "Living systems theory and social entropy theory." Systems Research and Behavioral Science 23, no. 3 (May 23, 2006): 291–300. http://dx.doi.org/10.1002/sres.728.

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18

Houston, Renée. "Self-Organizing Systems Theory." Management Communication Quarterly 13, no. 1 (August 1999): 119–34. http://dx.doi.org/10.1177/0893318999131006.

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19

Arriaga, Moises A. "Tinnitus: Theory and Management." Otology & Neurotology 26, no. 2 (March 2005): 315–16. http://dx.doi.org/10.1097/00129492-200503000-00036.

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20

Peck, Simon, John Burch, and Gary Grudnitski. "Information Systems: Theory and Practice." Journal of the Operational Research Society 41, no. 10 (October 1990): 991. http://dx.doi.org/10.2307/2583281.

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21

Peck, Simon. "Information Systems: Theory and Practice." Journal of the Operational Research Society 41, no. 10 (October 1990): 991–92. http://dx.doi.org/10.1057/jors.1990.155.

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22

Heorhiadi, Nelli, Oleksiy Druhov, Roksolana Vilhutska, Mariana Bets, Andrii Stoianovskyi, and Mateusz Folwarski. "Organizational development in banks management systems." Banks and Bank Systems 13, no. 3 (July 18, 2018): 1–11. http://dx.doi.org/10.21511/bbs.13(3).2018.01.

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Organizational development in banks management systems (ODBMS) is a complex phenomenon of a sustainable and multifunctional nature. The goal of ODBMS is to generate creative ideas and implement changes in order to provide an appropriate level of rational interaction between the ODBMS subjects. It leads to an achievement of the expected economic and managerial results.Organizational changes that are accompanied by organizational development in the BMS can be controlled and spontaneous, positive and negative. The idea of the article is to reveal the methodical aspects of the managed organizational development of the BMS, with expected positive effects. It would be shown that the offered ideas can be used for achieving organizational goals, avoiding the organizational entropy, increasing the creative activity of bank employees, in particular, in developing new banking products, expanding the opportunities of Internet banking, etc.Achieving certain positive effects from the implementation of organizational changes in the BMS requires a high level of managers awareness about the state of implementation of the goals of the bank’s organizational development, the methods of their implementation, factors that affect the achievement of these goals. In this context, fundamental information about the structure and links in the BMS is important as well as operational information that characterizes the level of completeness and implementation quality of the specific banking officers’ duties.In the article the features of ODBMS are solved, based on the application of the provisions of morphological analysis and set theory. The proposed provisions are considered through the prism of two criteria – the level of managerial awareness and predictability of the results of the organizational changes implementation.
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23

Glasscock, Frances E., and Ann Hales. "Bowen's Family Systems Theory." Journal of Nursing Administration 28, no. 6 (June 1998): 37–42. http://dx.doi.org/10.1097/00005110-199806000-00008.

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24

Stephens, Anne, Chris Jacobson, and Christine King. "Towards a Feminist-Systems Theory." Systemic Practice and Action Research 23, no. 5 (December 30, 2009): 371–86. http://dx.doi.org/10.1007/s11213-009-9164-6.

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25

Mahaney, Robert C., and Albert L. Lederer. "Information systems project management: an agency theory interpretation." Journal of Systems and Software 68, no. 1 (October 2003): 1–9. http://dx.doi.org/10.1016/s0164-1212(02)00132-2.

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26

Taylor, Dennis W., Maliah Sulaiman, and Michael Sheahan. "Auditing of environmental management systems: alegitimacy theory perspective." Managerial Auditing Journal 16, no. 7 (October 2001): 411–22. http://dx.doi.org/10.1108/02686900110398331.

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27

Wong, Simon C. H. "Management Decision Support Systems: From Theory to Practice." Educational Management & Administration 23, no. 2 (January 1995): 122–34. http://dx.doi.org/10.1177/174114329502300207.

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28

Kilgour, Alistair. "Theory and practice in user interface management systems." Information and Software Technology 29, no. 4 (May 1987): 171–75. http://dx.doi.org/10.1016/0950-5849(87)90065-6.

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29

Swanson, G. A. "Living systems theory and an entity-systems approach." Systems Research and Behavioral Science 25, no. 5 (January 7, 2009): 599–604. http://dx.doi.org/10.1002/sres.935.

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30

Hasan, H., and E. Gould. "Activity-based Knowledge Management Systems." Journal of Information & Knowledge Management 02, no. 02 (June 2003): 107–15. http://dx.doi.org/10.1142/s0219649203000048.

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This paper explores the design of computer-based systems that support the management of organisational knowledge. The information systems notions of databases and information architectures are extended to the search for a meaningful conceptual structure by which collective knowledge can be supported by existing information technologies. An "architecture" is presented where the key unit of analysis is human activity as proposed by the cultural–historical activity theory. This architecture has the richness of the activity theory philosophy and yet addresses the issues of practical implementation from both the technical and organisational perspectives. The paper articulates the architecture and also reports on a study where its effectiveness was evaluation by a target group. An implementation of the architecture is also introduced.
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31

Zakeri, Shervin, and Naoufel Cheikhrouhou. "The Orbital Systems: Theory Paradigm." International Journal of Applied Decision Sciences 14, no. 1 (2021): 1. http://dx.doi.org/10.1504/ijads.2021.10032592.

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32

Flood, R. L. "Liberating Systems Theory: Toward Critical Systems Thinking." Human Relations 43, no. 1 (January 1990): 49–75. http://dx.doi.org/10.1177/001872679004300104.

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33

Miller, James Grier. "Can systems theory generate testable hypotheses?: From talcott parsons to living systems theory." Systems Research 3, no. 2 (June 1986): 73–84. http://dx.doi.org/10.1002/sres.3850030204.

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34

Stephens, Anne, Chris Jacobson, and Christine King. "Describing a feminist-systems theory." Systems Research and Behavioral Science 27, no. 5 (September 18, 2010): 553–66. http://dx.doi.org/10.1002/sres.1061.

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35

Miller, James Grier, and Jessie L. Miller. "Applications of living systems theory." Systems Practice 8, no. 1 (February 1995): 19–45. http://dx.doi.org/10.1007/bf02249174.

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36

Edgeman, Rick. "Excellence models as complex management systems." Business Process Management Journal 24, no. 6 (November 5, 2018): 1321–38. http://dx.doi.org/10.1108/bpmj-02-2018-0049.

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Purpose When appropriately implemented, excellence models such as the Shingo operational excellence model (SOEM), Baldrige performance excellence model and EFQM business excellence model aid enterprise quests for sustained superior results across varied dimensions. Evidence supporting this statement abounds in the literature and in practice. The models, however, tend to be driven by experience, rather than grounded in theory. The purpose of this paper is to explore theoretical underpinnings for such models, with the SOEM used for illustrative purposes. Design/methodology/approach Management theory, systems theory and excellence modeling are integrated to yield a complex management systems based operational excellence model. Correspondence of this model with the SOEM is explored. Key elements considered include contextual factors external to the enterprise, diverse stakeholders, mediating forces, enterprise culture and representative enterprise processes. Findings Understanding the theoretical underpinnings of excellence models—their elements and the interactions and synergies of these elements—enables more sure adaptation of such models to specific enterprise contexts, and more sure course corrections whenever corrections are needed. Originality/value Many excellence models exist, their usefulness largely validated by anecdotal or empirical evidence. Such validation is important, but falls short of theoretically grounding these models. The approach taken herein serves to unify theory, empirical evidence and anecdotes, thus placing excellence models on more solid ground.
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37

Czapla, Alina. "COMPLEXITY THEORY IN MANAGEMENT." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 20, no. 4 (December 31, 2019): 321–30. http://dx.doi.org/10.5604/01.3001.0014.0326.

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Complexity theory is an interesting complement to classic scientific theories. Although this topic is at the center of interest of a large group of researchers, there are only a few publications on this subject that can be found in Polish literature. The aim of this article is to fill this gap partially. Basic assumptions of complexity theory have been discussed. Examples of its applications in social and economic sciences as well as numerous applications in other areas have been analyzed. Particular attention was paid to the possibilities of practical application of elements of this theory in the management of complex business systems. The benefits resulting from the development of complexity theory were also shown
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38

Paul, Wolfgang J., and R. Solomonoff. "Autonomous theory building systems." Annals of Operations Research 55, no. 1 (February 1995): 179–93. http://dx.doi.org/10.1007/bf02031720.

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39

Dergachova, Victoriia, Maryna Kravchenko, and Alexander Zgurovsky. "Econometric analysis of the structure and sustainability of Ukraine socio-economic system in the context of the economic systems theory." Problems and Perspectives in Management 15, no. 4 (December 20, 2017): 86–99. http://dx.doi.org/10.21511/ppm.15(4).2017.08.

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The article is devoted to the development of a conceptually new systemic structural approach to the study of sustainability of economic systems. The problem of ensuring sustainability of economic entities remains unsolved, largely due to the lack of the necessary methodology. In the article, the approach is shaped by new economic systems theory, which implies the division of all economic systems into types depending on their spatiotemporal localization. Applied research of socio-economic system of Ukraine in its context is implemented by econometric modeling using data mining techniques and by calculating the economic sustainability index using the author’s techniques. The indicators, announced by the State Statistics Service of Ukraine, as well as the ranking and indexing results, presented by leading international organizations, are used as the parameters. Alternative hypothesis about preconditioning of economic sustainability of the macro-level system by the structural balance of its four subsystems with different spatial and temporal localization is confirmed. The results of modeling have shown a number of interesting, previously not formalized, patterns of the country’s development and have allowed to better understand the forming mechanism of its sustainability in different periods during 2000–2015. Both the methodology itself and the empirical results obtained on its basis open up a wide variety of perspectives of micro and macroeconomic analysis.
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40

Tsohou, Aggeliki, Maria Karyda, Spyros Kokolakis, and Evangelos Kiountouzis. "Formulating information systems risk management strategies through cultural theory." Information Management & Computer Security 14, no. 3 (May 2006): 198–217. http://dx.doi.org/10.1108/09685220610670378.

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41

Doganaksoy, Necip. "Quality and Reliability of Technical Systems: Theory, Practice, Management." Technometrics 41, no. 2 (May 1999): 171–72. http://dx.doi.org/10.1080/00401706.1999.10485644.

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42

Valentinov, Vladislav. "Materiality in natural resource management: a systems theory view." Journal of Environmental Policy & Planning 19, no. 3 (May 4, 2017): 323–26. http://dx.doi.org/10.1080/1523908x.2017.1341305.

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43

Salisbury, Mark W. "Putting theory into practice to build knowledge management systems." Journal of Knowledge Management 7, no. 2 (May 2003): 128–41. http://dx.doi.org/10.1108/13673270310477333.

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44

Honour, Eric C. "5.2.5 Toward a Mathematical Theory of Systems Engineering Management." INCOSE International Symposium 12, no. 1 (August 2002): 289–96. http://dx.doi.org/10.1002/j.2334-5837.2002.tb02472.x.

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45

Wu, Liang‐Chuan, Liang‐Hong Wu, and Yean‐Fu Wen. "Interdisciplinary research of options theory and management information systems." Industrial Management & Data Systems 110, no. 3 (March 23, 2010): 433–52. http://dx.doi.org/10.1108/02635571011030060.

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46

G.W.A.D. "Quality and reliability of technical systems theory - practice - management." Microelectronics Reliability 34, no. 12 (December 1994): 1981–82. http://dx.doi.org/10.1016/0026-2714(94)90450-2.

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47

Ahidar, Ikram, Driss Sarsri, and Naoufal Sefiani. "Approach to integrating management systems." TQM Journal 31, no. 2 (March 4, 2019): 183–204. http://dx.doi.org/10.1108/tqm-02-2018-0025.

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Purpose The purpose of this paper is to develop an integrated management system that addresses the shortcoming revealed in the previous approaches of the IMS in literature. Design/methodology/approach This paper is based on the methodology of literature review analysis, proposition of an approach based on theory by the standards’ cross-references and on practice by the analysis of the real work and the use of the System Modeling Language (SYSML), the computer tool for the engineering system modeling. Findings An integration approach based on theory and practice in the automotive sector, integrating IATF 16949:2016, ISO 14001:2015, ISO 45001:DIS and some aspects of ISO 26000 is proposed. The proposed approach initiates the use of the SYSML in the IMS development. The model is intended to societies that seek to be sustainable and responsible toward environment and community. The link of the IMS model created with the European Foundation for Quality Management excellence model highlights the fact that the factors of excellence, especially the enablers, are covered by the requirements of the IMS. Originality/value This paper is the first approach of IMS that includes ISO 45001 (draft), uses the SYSML and sheds light on the link of excellence and IMS. The paper is the first detailed approach of IMS that addressed car manufacturer.
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48

Bostrom, Robert P., Saurabh Gupta, and Dominic Thomas. "A Meta-Theory for Understanding Information Systems Within Sociotechnical Systems." Journal of Management Information Systems 26, no. 1 (July 2009): 17–48. http://dx.doi.org/10.2753/mis0742-1222260102.

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49

Bailey, Kenneth D. "Boundary maintenance in living systems theory and social entropy theory." Systems Research and Behavioral Science 25, no. 5 (January 7, 2009): 587–97. http://dx.doi.org/10.1002/sres.933.

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50

Gallo, Giorgio. "Conflict Theory, Complexity and Systems Approach." Systems Research and Behavioral Science 30, no. 2 (September 24, 2012): 156–75. http://dx.doi.org/10.1002/sres.2132.

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