Understanding Organizations in Complex, Emergent and Uncertain Environments

Explores the concept of complexity and analyses how organizational governance can contribute to environmental sustainability. A common theme in these chapters is that organizations actively engage with their environments. Consequently, organizational responses are partly the result of iterative processes with the environment.

List of Tables List of Figures Foreword Notes on Contributors Understanding Organizations in Complex, Emergent and Uncertain Environments: An Introduction; A. Davila & M. M. Elvira PART I: COMPLEX ORGANIZATIONAL ENVIRONMENTS AND GOVERNANCE How Organizations Engage with External Complexity: a Political Action Perspective; J. Child & S. B. Rodrigues The Social Dimension of Boards' Role in better Corporate Governance; C. Ingley , M. Rennie , J. Mueller , D. D. Warrick & L. Erakovic Promoting Leadership in Governance and Governance in Leadership: Towards a Supportive Research Agenda; L. Erakovic & B. Jackson SME Adoption of Environmental Management Practices: Four Exploratory Case Studies; R. C. Beckett PART II: INNOVATION MANAGEMENT AND ENTREPRENEURSHIP IN COMPLEX ENVIRONMENTS Engaging Small Businesses in Innovation: Building Absorptive Capacity through R&D Clubs; P. K. Couchman & R. C. Beckett Exploring the Determinants and Dimensionality of SME eCollaboration Trust; L. Burgess , B. Parrish , M. Jones & L. Seritti Exploring Managerial Perceptions of the Innovation Process in Mexico; D. Maranto , L. García-Calderón & J. Reynoso The Role of Physical Space and Information Technologies in Knowledge Transfer Processes within SMEs; L. Zapata-Cantú , J. L. Pineda & D. Lozano The Motivation and Management of Highly Specialized Creative Employees; H. H. Hein From Life in Cages to Life in Projects: Metaphors for Moderns; S. Clegg & C. Baumeler