Incluye bibliografía.

Introduction - Peter Allen, Steve Maguire and Bill McKelveyPART ONE: FOUNDATIONS Key Concepts Complexity and Systems Thinking - Yasmin Merali and Peter AllenComplexity Science and Organization - Raymond-Alain Thietart and Bernard ForguesEmergence in Complex Systems - Jeffrey GoldsteinConstructing and Appreciating Complexity - Steve MaguireThoughts on Complexity and Computational Models - Michael J. Prietula Epistemological Perspectives and ConsiderationsA Scientific Realist Epistemology for Complexity Science - Bill McKelveyExploring Organizational Effectiveness: The Value of Complex Realism as a Frame of Reference and Systematic Comparison as a Method - David ByrneComplexity, Post-Structuralism and Organization - Paul CilliersCausality and Explanation - Alicia JuarreroComplexity and Limits to Knowledge: The Importance of Uncertainty - Peter Allen and Jean BoultonComplex Thinking: Towards an Oblique Strategy for Dealing with the Complex - Robert Chia Methodological Implications and Tools Applications of Kauffman's Co-Evolutionary NKCS Model to Management and Organization Studies - Richard Vigden and Larry BullUsing Genetic Algorithms to Model Strategic Interaction - William Martin TracyOrganizing at the Edge of Chaos: Insights from Action Research - Donald Maclean and Robert MacintoshFrom Skew Distributions to Power-Law Science - Pierpaolo Andriani and Bill McKelveyPART TWO: APPLICATIONS Complexity and OrganizingComplexity and Organization-Environment Relations: Revisiting Ashby's Law of Requisite Variety - Max Boisot and Bill McKelveyThe Complexity of Industrial Ecosystems: Classification and Computational Modelling - James BaldwinComplexity and the Dynamics of Organizational Change - Glenda H. EoyangComplex Thought, Simple Talk: An Ecological Approach to Language-Based Change in Organizations - John Shotter and Haridimos TsoukasOrganizational Learning and Complexity Science: Exploring the Joint Potential - Eve Mitleton-Kelly and Ben RamalingamComplexity and Management: A Pluralistic View - Kurt A. Richardson Complexity and Managing Implications of Complexity Science for the Study of Leadership - Russ Marion and Mary Uhl-BienA Complexity Perspective on Strategic Human Resource Management - Barry A. Colbert and Elizabeth C. KuruczComplexity and the Rise of Distributed Control in Operations Management - Arash Azadegan and Kevin J. DooleyKnowledge Management and Complexity - Max BoisotComplexity and Innovation - Pierpaolo AndrianiComplexity Science Contributions to the Field of Entrepreneurship - Benyamin B. LichtensteinComplexity and Competitive Advantage - Oliver Baumann and Nicolaj SiggelkowComplexity Theory and Corporate Strategy - Kathleen M. Eisenhardt and Henning PiezunkaMore than a Metaphor: Complexity and the New Rules of Management - James K. HazyPART THREE: INTERFACESNon-Linear Dynamical Systems Applications to Psychology and Management - Stephen J. GuastelloThe Value in Between: Organizations as Adapting and Evolving Networks - Ce[ac]sar A. HidalgoThe Use of Complexity for Policy Exploration - Steven BankesComplexity, Habits and Evolution - Geoffrey M. HodgsonEconomics Management and Complex Systems - Paul OrmerodHow Complexity Science Is Transforming Health Care - Brenda Zimmerman

The SAGE Handbook of Complexity and Management is the first substantive scholarly work to provide a map of the state of art research in the growing field emerging at the intersection of complexity science and management studies. Edited and written by internationally respected scholars from management and related disciplines, the Handbook will be the definitive reference source for understanding the implications of complexity science for management research and practice. Part One: Foundations introduces complexity science and its implications for the foundations of scientific knowledge, including management knowledge. Part Two: Applications presents the numerous ways in which complexity science models and tools, as well as complexity thinking, are being applied to management and organizational phenomena and the insights gained as a result. Part Three: Interfaces highlights how complexity science is transforming various non-management fields and, in so doing, creating exciting interfaces for bridging between management and related disciplines.