REFERENCES BY CHAPTER
Introduction: Navigating Complexity and Coherence
• Snowden, D. J., & Boone, M. E. (2007). A leader’s framework for decision making. Harvard Business Review , 85(11), 68–76. • Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly , 18(4), 298–318. https://doi.org/10.1016/j.leaqua.2007.04.002 • Stacey, R. D. (2011). Strategic management and organisational dy- namics: The challenge of complexity to ways of thinking about organ- isations (6 th ed.). Pearson Education.
Chapter 1: The New Complexity Landscape
• Anderson, P. (1999). Complexity theory and organization science. Organization Science , 10(3), 216–232. https://doi.org/10.1287/ orsc.10.3.216 • Argyris, C. (1990). Overcoming organizational defenses: Facilitating organizational learning. Allyn & Bacon. • Argyris, C., & Schön, D. A. (1974). Theory in practice: Increasing professional effectiveness. Jossey-Bass. • Burt, R. S. (2004). Structural holes and good ideas. American Journal of Sociology, 110(2), 349-399. • Carhart-Harris, R. L. (2018). The entropic brain - revisited. Neuropharmacology, 142, 167-178.
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