Organisational agility to the prism of "complex thinking"

L’agilité organisationnelle au prisme de la pensée complexe

Laurent Mériade () and Jean Marc Sales
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Laurent Mériade: IAE - UCA - Institut d'Administration des Entreprises - Clermont-Auvergne - UCA - Université Clermont Auvergne, CleRMa - Clermont Recherche Management - ESC Clermont-Ferrand - École Supérieure de Commerce (ESC) - Clermont-Ferrand - UCA - Université Clermont Auvergne, S&T - chaire Santé et Territoires
Jean Marc Sales: IAE - UCA - Institut d'Administration des Entreprises - Clermont-Auvergne - UCA - Université Clermont Auvergne, CleRMa - Clermont Recherche Management - ESC Clermont-Ferrand - École Supérieure de Commerce (ESC) - Clermont-Ferrand - UCA - Université Clermont Auvergne, S&T - chaire Santé et Territoires

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Abstract: Organisational agility is defined as the ability of an organisation to detect changes in its environment and respond rapidly by flexibly assembling its resources, processes, knowledge and capabilities. It involves controlling and responding to rapid and relentless change in complex environments. Complex thinking, as described by Jean-Louis Le Moigne, therefore seems to contribute to building this organisational agility. Paradoxically, however, few studies have attempted to reconcile these two concepts. In this article, we attempt to determine the ways in which the construction and development of organisational agility and complex thinking can be linked. Based on the work of Jean-Louis Le Moigne, we propose a framework for analysing the reflexive dimensions of organisational agility and a description of their main characteristics.

Keywords: Jean-Louis Le Moigne; complex thinking; organisational agility; Reliance; complexity. (search for similar items in EconPapers)
Date: 2024-04-03
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Published in Projectics / Proyéctica / Projectique, 2024, Sur les pas de Jean Louis Le Moigne, n° 37 (1), pp.115-128. ⟨10.3917/proj.037.0115⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04536520

DOI: 10.3917/proj.037.0115

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