A common charge leveled against the autopoietic perspective is that it does not explain change or, consequently, knowledge creation. This book demonstrates that knowledge creation is not always an ongoing process, as is claimed in many process philosophy and autopoietic research works. The author introduces the idea of recursivity, which represents the explanatory potential for uninterrupted knowledge creation and paves the way for interaction between process (e.g. production) and stability (e.g. structure). The book describes the nature and role of recursivity in detail, especially in terms of how a system’s structure and production become media for one another. The book also acknowledges the value of the systems perspective on organizations in management studies, but suggests a different approach to defining systems, one that includes autopoietic elements.

This book applies and expands upon the concept of the ‘learning conference’ as a site of learning and development, using the paradigm and methodologies of participatory action learning and action research (PALAR). Making a significant contribution to the field, this is the first book to outline the characteristics and development of a learning conference culture in theory and practice. It demonstrates how application of the learning conference concept can maximise learning opportunities and successful research outcomes to bring about sustainable professional, organizational and community development. An international team of contributors offer their diverse perspectives on conferences and the practical and theoretical work conducted at these events. They contextualize these reflections in the light of global developments in this increasingly troubled twenty-first century marked by greater complexity through technology, globalization, neo-liberalism, climate change and other sources of practical and ideological change, all of which enhance the conceptual and practical utility of the learning conference.

This book compiles the experiences of over 150 companies that have embraced the theories of Lean product development. It provides an integrated view of Lean as it is practiced inside successful companies today. Examples, case studies, and stories drawn from small, medium, and large companies in a variety of industries support concepts and provide opportunities for readers to see the concepts in action. Each chapter includes actionable recommendations to provide ideas on how to try the concepts out for themselves and their teams.

This book explores slash fan fiction communities during the pivotal years of the late 1990s and early 2000s as the practice transitioned from print to digital circulation. Delving into over ten years of online and in-person ethnography, the book offers an in-depth examination of slash fan fiction – original stories written by and circulated within female-centered communities about same-sex characters borrowed from previously published sources – to document the history of a feminist, queer media subculture whose infrastructure, creativity, and ways of life are often obscured in dominant histories of the internet’s development and by the contemporary focus on industry-friendly but often misogynist digital fan subcultures. Arguing that online slash communities created an alternate public space that provided opportunities for unanticipated encounters with a wide range of complex sexual, relational, and political practices, the book contends that slash thereby added to readers’ tools for experiencing and thinking about pleasure and ways of living by forming a “pocket public,” that is a digital space public enough to be found and protected enough to shield participants from harassment and censorship. This insightful and comprehensive study will interest students and scholars working in the areas of media studies, literary studies, anthropology, new media, audience communities, convergence culture, fan studies, women’s studies, and queer studies.

This superb new book develops a knowledge-based theory of innovation, marrying three streams of literature: innovation, inter-firm collaboration and networks, and learning regions. This book will interest all those working in economic geography and the economics of innovation.

IT changes everyday’s life, especially in education and medicine. The goal of ITME 2013 is to further explore the theoretical and practical issues of IT in education and medicine. It also aims to foster new ideas and collaboration between researchers and practitioners.

Managing the Complex is an ambitious title - and it would be an audacious one if we were not to begin with a frank admission: to date few to none of us have a skill set which includes managing the complex. We try various things, we write about others, and we wonder about still others. When a tool, perspective, or technique comes along which seems to evoke success, we emulate it probe it and recoil at the all too often admission that it was situation and context which afforded success its opportunity, and not some quality intrinsic to the tool perspective or technique. Indeed, if the study of complexity has done anything for managers, and for those who espouse managerial theory, it is in providing a ‘scientific foundation’ for the notion that context matters. Those who preach abstract ideas have then to reconcile themselves to the notion that situation and embodiment matters. Those who believe in strong causality and determinism are left to wrestle with the role of chance, uncertainty, and chaos. Those who prefer to argue that men move history are confronted with the role of environment and affordances, while those who argue the reverse are left to contend with charisma, irrationality of crowds, and the strange qualities we know as emotions. A series on complex systems has less ambitious goals to contend with than this. Such a series can deal with classifications, and categories, and speak of ‘noise’ as if it were not the central focus of the problem. Managing the complex is about managing ‘noise’ or perhaps we should say it is about ‘dealing with’ ‘accepting’ ‘making room for’ and ‘learning from’ ‘noise’. The articles in this volume and in volumes to come will each be considered as ‘noise’ by some and as ‘gems’ by others, but we hope that practicing managers and academics alike will find plenty of fuel to drive their personal explorations into understanding, and perhaps even managing, the complex.