Human Systems Management - Volume 34, issue 4

Authors: Olson, David L.

Article Type: Research Article

Abstract: Supply chains have been proposed as complex adaptive systems. This paper looks at the global aluminum supply chain network in those terms. Developments in this industry have included formation of a cartel by bauxite producing countries, emergence of Australia as a leading producer, the collapse of communism in Europe, and the rise of Chinese production in all phases of primary aluminum production. Complex adaptive systems literature is reviewed, and the world aluminum production system described. This includes identification of system elements, their relationships, interactions, and developments. Analysis in terms of how this production system exhibits complex adaptive systemic behavior across …the supply chain is provided. The decentralized behavior of the overall primary aluminum system provides understanding of how individual agents, be they multinational firms, individual governments, or cartels are unable to totally control the system in the long run. Show more

Keywords: Supply chains, complex adaptive systems, primary aluminum, global systems

DOI: 10.3233/HSM-130851

Citation: Human Systems Management, vol. 34, no. 4, pp. 237-248, 2015

Authors: Chen, Hai-Ming | Chang, Che-Cheng

Article Type: Research Article

Abstract: In this increasingly competitive era, internationalization strategy has adopted by firms and international human has been regarded as the essential factor that affects the operation of MNEs. Based on contingency theory and the induction method to analyze and collect data from the literature, this paper attempts to construct an International human strategies framework for different internationalization situations. Furthermore, we interviewed with related staffs in four Taiwan enterprises that adopted various International human strategies to correspond the four internationalization situations considered in this study. We hope this international human strategies framework will facilitate MNEs to create and maintain their competitive advantages.

Keywords: MNEs, Taiwan enterprises, international situation, human strategy

DOI: 10.3233/HSM-150838

Citation: Human Systems Management, vol. 34, no. 4, pp. 249-261, 2015

Authors: Burns, Tom R. | Corte, Ugo | Machado, Nora

Article Type: Research Article

Abstract: This is Part II of a three-part article. The article is predicated on the principle that creativity is a universal activity, essential in an evolutionary perspective, to adaptation and sustainability. This manuscript on the sociology of creativity has three purposes: (1) to develop the argument that key factors in creative activity are socially based and developed; hence, sociology can contribute significantly to understanding and explaining human creativity; (2) to present a systems approach which enables us to link in a systematic and coherent way the disparate social factors and mechanisms that are involved in creative activity and to describe and …explain creativity; (3) to illustrate sociological systems theory’s (Actor-Systems-Dynamics) conceptualization of multiple interrelated institutional, cultural, and interaction factors and mechanisms and their role in creativity and innovative developments in diverse empirical instances. The preceding segment of this article, Part I, introduced a general model of innovation and creative development stressing the socio-cultural and political embeddedness of agents, either as individuals or groups, in their creative activities and innovative productions. This second part, Part II, investigates the “context of innovation and discovery” considering applications and illustrations ranging from, for instance: (i) “the independent innovator or entrepreneur” who exercises creativity based on absorbing a field of knowledge, concepts, challenges, problems, solution strategies, creativity production functions or programs (and who is likely to be in contact with libraries, relevant journals and may be directly or indirectly in contact with a network of others); (ii) groups in their particular fields operating greenhouse types of organization driving problem-solving and creative activities – both self-organizing groups as well as groups established by external powers (whether a private company, a government, or a non-government organization or movement); (iii) entire societies undergoing transformations and radical development as in the industrial and later revolutions. Part III of this article investigates and analyzes “the context of receptivity, selection, and institutionalization” of novelty. Show more

Keywords: Creativity, innovative development, system theories, sociology, psychology, field, agency, rule regime, creative production function, phases, context of creativity, social organization

DOI: 10.3233/HSM-150850

Citation: Human Systems Management, vol. 34, no. 4, pp. 263-286, 2015

Authors: Koya, Kushwanth | Anderson, Jane | Sice, Petia | Kotter, Richard

Article Type: Research Article

Abstract: Research and guidance on leadership behaviour has been documented throughout history, from the epics to more recent leadership theories, evolved over the last century. However, despite ample research and practice, leadership failures continue in being typical. A review of literature in leadership studies reveals that recommendations have often been descriptive, assumptive and prescriptive without considering various individual differences. Additionally, leadership development often utilises methodologies in which individuals are trained to ‘act’ as leaders rather than fully embody leadership behaviour. This paper explores the generic attributes that describe embodied leadership behaviour. Semi-structured interviews were performed on a panel of individuals from …different backgrounds and analysed using a grounded theory approach. Along with the interviews, the works of Scharmer (2008) and behavioural traits identified in leadership by Derue, Nahrgang, Wellman and Humphrey (2011) were taken into consideration. A final consensus was reached using a set of ten attributes that potentially contribute to embodied leadership behaviour; being non-judgemental, embracing uncertainty, active listening, congruence (morals and ethics), intuition, reflective practice, sense of meaning/purpose, holistic decision making, authentic presence and intention. Show more

Keywords: Leadership, holism, embodied behaviour

DOI: 10.3233/HSM-150848

Citation: Human Systems Management, vol. 34, no. 4, pp. 287-300, 2015

Authors: Azarian, Reza

Article Type: Research Article

Abstract: Focusing on production markets, the article provides a detailed description of the particular conditions that turn rational imitation the most feasible strategy for reducing the uncertainties that firms face when making business decisions. On the basis of this description several features are identified, which in a unique combination induced by the particularities of the production process characterize the imitative behavior of producer firms. First, the existence of a substantial niche overlap is crucial for any individual firm to identify the most relevant significant others to be imitated. Second, rational imitation is a dual process in that the functional similarity that …provides the firms in a single market with a ground for imitation also underpins their attempts at individuation through product differentiation. Finally, in its pursuit to stay in the market, any individual firm continuously needs to fit its choices into those of its peers – requiring the firm not only to monitor the business decisions the other firms actually make, but also assuming the choices they are most likely to make. Show more

Keywords: Bounded rationality, rational imitation, peer group, producer firms, quality, uncertainty

DOI: 10.3233/HSM-150843

Citation: Human Systems Management, vol. 34, no. 4, pp. 301-310, 2015

Article Type: Book Review

DOI: 10.3233/HSM-150847

Citation: Human Systems Management, vol. 34, no. 4, pp. 311-311, 2015

Article Type: Book Review

DOI: 10.3233/HSM-150849

Citation: Human Systems Management, vol. 34, no. 4, pp. 313-314, 2015

Article Type: Other

Citation: Human Systems Management, vol. 34, no. 4, pp. 315-316, 2015