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 Price tactics for a turbulent environment : a complexity theory view(The Clute Institute, 2015) Mason, Roger BruceThis paper proposes that pricing tactics are influenced by the nature of the external environment. It illustrates the pricing tactics suggested for a turbulent, versus a stable, environment, when viewed through a complexity theory lens. A qualitative, case method, using depth interviews, investigated the pricing tactics in four firms to identify the tactics adopted in more successful, versus less successful, firms in turbulent versus stable environments. The results partially confirmed that the use of destabilizing pricing tactics can be helpful in a turbulent market, while stabilizing tactics can be helpful in a stable market. However, the effect of such tactics on business performance was not clear. These findings will benefit marketers by emphasizing a new way to consider future pricing activities. How this approach can assist marketers, and suggestions for further research, are provided. Since businesses and markets are complex adaptive systems, using complexity theory to understand how to cope in turbulent environments is necessary but has not been widely researched. Therefore, this paper can be seen as a foundation for research using complexity theory to better understand pricing tactics in turbulent environments.Item Marketing communications and environmental turbulence : a complexity theory view(IFRD, 2014-04) Mason, Roger BruceThis paper investigates how the choice of different marketing communications activities is influenced by the nature of the company’s external environment, when viewing the environment through a complexity theory lens. A qualitative, case method, using depth interviews, investigated the marketing communications activities in four companies in order to identify the promotional activities adopted in more successful firms in turbulent and stable environments. The results showed that the more successful company, in a turbulent market, subtly uses some destabilizing promotional activities but also makes use of some stabilizing promotional activities. This paper is of benefit by emphasizing a new way to consider promotional activities in companies.