Affiliations: Organization Studies Research Group, Autonomous Metropolitan University, Iztapalapa, Apartado Postal 86-133, Villa Coapa, 14391 México, D.F.
Note: [1] I would like to acknowledge helpful discussions with the colleagues who participated in the Fifth APROS International Colloquium on Organizational Capital, Communication and Innovation (Hawaii, December 1993). They helped me clarify my thoughts on some of the issues discussed in earlier drafts of this paper. In addition, I would like to thank Stewart Clegg and Luis Montaño for their helpful comments on an earlier copy of this paper. I would like to make a special mention to Alan E. Singer who always stimulated me to finish this paper notwithstanding the idiomatic difficulties it poses for a foreign speaker. Also, Carmen Soria helped me as always to make the paper more readable and life more joyful. Of course, the responsibility for the outcome is entirely my own.
Abstract: This paper intends to explore in detail a theoretical path based on the complexity paradigm, establishing the basic premises to found firmly an approximation that tries to reconcile structure and event. In such a sense, the analysis of organizations will find its basic elements in complexity, uncertainty, and self-organization. Its starting point is located in the reconceptualization of strategy, as one of the most important axis of action in and around organizations. This will be done from the discussion of our proposal of Strategic Analysis of Organizations. We must depart from the discussion of the strategy concept in its amplest meaning. This will allow us to clarify its meaning and unravel its conceptual richness at a corporate level through the strategic analysis of its circuits of power, related with corporate strategy and industrial relations strategy. Also, we analyze the imbrications between the two identified circuits.
