Research Publications (Management Sciences)
Permanent URI for this collectionhttp://ir-dev.dut.ac.za/handle/10321/217
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Item Follow me, I’m right behind you : leading from a complexity viewpoint(University of Reading, UK., 2008-11) Mason, Roger BruceThis paper is based on the premise that businesses and their environments are complex adaptive systems (CAS), and are therefore too complex to be ‘managed’ by a single leader. The literature suggests that CASs are self-organising systems and that effective direction and guidance emerges from such self-organisation. Thus, the traditional view of a leader as a decision-maker, instructing and controlling the organisation is inappropriate in a complex/turbulent environment. A qualitative, case study method was used to investigate the leadership activities in four companies, two each in a turbulent industry (computers) and in a stable industry (packaging). Depth interviews were conducted with 31 respondents. Interview transcripts were analysed using NVIVO, and then compared with field notes and documentary analyses. The objective was to identify if a self-organising leadership approach was prevalent in the more successful company in the turbulent industry, and if bureaucratic management was more prevalent in the more successful company in the stable industry. In other words, is self-organising leadership more effective in a turbulent environment? The study has value as it is based on theories not common in the management literature. It is also of value to educators, as many management courses are still based on the assumption of the manager as all-knowing planner and controller. Furthermore, it will be of interest to practitioners who are under pressure from environmental changes, and from societies that are demanding more from their organisations. The findings showed that both the more successful companies, and the less successful computer company, operate via considerable self-organisation principles. Company activities and performance emerge from the interactions amongst the managers, staff and customers, with little direct instructional management from the CEOs. The less successful packaging company managed via the traditional bureaucratic model. These findings and their implications are discussed, and recommendations for further research are made.Item Complexity theory and leadership for turbulent environments(Kamla-Raj, 2013) Mason, Roger BruceBusinesses and their environments are complex adaptive systems, and are therefore too complex to be ‘managed’ by a single leader. Thus, the traditional view of a leader as a decision-maker, instructing and controlling the organisation is inappropriate in complex/turbulent environments. A qualitative, case method, using depth interviews, investigated leadership activities in four companies, in a country with a turbulent environment, to identify if self-organising leadership is more effective in turbulent environments than traditional bureaucratic management. The findings showed that self-organising leadership appears superior in turbulent environments. These findings and their implications are discussed, and recommendations for further research are made.Item Word of mouth as a promotional tool for turbulent markets(Routledge, 2008) Mason, Roger BruceWord-of-mouth advertising involves activities to encourage consumers to talk about a product or company to friends and neighbours, setting in motion a chain of communication that could spread through a whole market. Each activity, itself small and relatively unimportant, could escalate through word of mouth to create strong, positive brand images and beliefs. A major characteristic of chaos theory, sensitive dependence on initial conditions (the butterfly effect) is at work in word of mouth. This paper reviews word of mouth literature from a chaos/complexity theory perspective. Using a multiple case study approach, the significance of word of mouth in turbulent markets is assessed. It was found that more successful companies tended to use word of mouth proactively, and that it is an effective marketing tool for turbulent environments. Furthermore, chaos theory is shown as a good lens through which to view word of mouth. This paper is important because word of mouth has had little attention from the academic community, with the exception of electronic or Internet based word of mouth. Furthermore, it suggests an academic theory to underpin word of mouth that has not been considered before. In addition, it is important because, in South Africa and possibly in other under-developed and developing countries, word of mouth is critical to marketing to less sophisticated or literate markets.