Affiliation
ISCE
Biography
Michael Lissack is the Director of Organization Science Related Programs at the New England Complex Systems Institute and the editor-in-chief of NECSl's journal, Emergence. He is the author (with Johan Roos) of The Next Common Sense: Mastering Corporate Complexity Through Coherence, (with Johan Roos and Kurt Richardson) of Management Redefined, and editor (with Hugh Gunz) of Managing Corporate Complexity. His research focuses on the use of complexity theory-based metaphors and models in the management of knowledge-related businesses such as the Internet.
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Articles
Volume introduction
Volume: 21, Issue 4
Editor's introduction
Volume: 21, Issue 4
Volume introduction
Volume: 21, Issue 3
Editor’s introduction
Volume: 21, Issue 3
Volume introduction
Volume: 21, Issue 2
Editor’s introduction
Volume: 21, Issue 2
Volume introduction
Volume: 21, Issue 1
Editor's introduction
Volume: 21, Issue 1
Editor's Note (5.4)
Volume: 5, Issue 4
Editor's Note (5.3)
Volume: 5, Issue 3
The Redefinition of Memes
Volume: 5, Issue 3
Memetics has reached a crunch point. If, in the near future, it does not demonstrate that it can be more than merely a conceptual framework, it will be selected out. While it is true that many successful paradigms started out as such a framework and later moved on to become pivotal theories, it also true that many more have simply faded away. A framework for thinking about phenomena can be useful if it delivers new insights but, ultimately, if there are no usable results academics will look elsewhere. Such frameworks have considerable power over those that hold them for these people will see the world through these “theoretical spectacles” (Kuhn, 1969)—to the converted the framework appears necessary. The converted are ambitious to demonstrate the universality of their way of seeing things; more mundane but demonstrable examples seem to them as simply obvious. However such frameworks will not continue to persuade new academics if it does not provide them with any substantial explanatory or predictive “leverage.” Memetics is no exception to this pattern. (Edmonds, 2002)
Editor's Note (5.2)
Volume: 5, Issue 2
Models without Morals
Volume: 5, Issue 2
Editor's Note (5.1)
Volume: 5, Issue 1
Editor's Note (4.4)
Volume: 4, Issue 4
Editor's Note (4.3)
Volume: 4, Issue 3
Complexity, Emergence, Resilience, and Coherence
Volume: 4, Issue 3
Editor's Note (3.4)
Volume: 3, Issue 4
On the status of boundaries, both natural and organizational
Volume: 3, Issue 4
When Modeling Social Systems, Models ≠ the Modeled
Volume: 3, Issue 4
Editor's Note (3.3)
Volume: 3, Issue 3
Editor's Note (3.2)
Volume: 3, Issue 2
Editor's Note (3.1)
Volume: 3, Issue 1
Editor's Note (2.4)
Volume: 2, Issue 4
Editor's Note (2.3)
Volume: 2, Issue 3
Knowledge Management Redux
Volume: 2, Issue 3
Knowledge management is something more than a label for selling fancy computer systems to large organizations. Unfortunately, there exist too many consultants and software firms who misuse the label for just such selling. Yet, the need for tools that enable better access to �??what, who, and how much�?� one needs to know has never been greater. If complexity theory is about anything, it is about developing an understanding of boundaries, constraints, and possibilities inherent in the interactions of large numbers of autonomous and semi-autonomous agents. Modern corporations are perhaps the exemplar here�??and they cry out for practical knowledge management. The purpose of this article is to outline an approach to knowledge management, which is more than �??selling computers,�?� and which puts the users ahead of the consultants.
Editor's Note (2.2)
Volume: 2, Issue 2
Editor's Note (2.1)
Volume: 2, Issue 1
Editor's Note (1.4)
Volume: 1, Issue 4
Editor's note (1.3)
Volume: 1, Issue 3
Editor's note (1.2)
Volume: 1, Issue 2
Editor's Note (1.1)
Volume: 1, Issue 1
Complexity
Volume: 1, Issue 1