Theoretical Background: Complexity, Social Capital, Appreciative Inquiry and Intentional Change theory
Within this qualitative research design, three theories have been applied to help clarify the responses and decision-making approaches of the Board Members following the 2008 financial crisis. These 4 theories are Complexity, Social Capital, Appreciative Inquiry and Intentional Change theory. Because these theories offer support for organizational change, individual stakeholder improvements and change on a broad, mass basis, they form an appropriate link to qualitative design, and were considered to be conducive to supporting the foundations of this study in developing hypotheses and in making sense of the findings.
Complexity Theory …show more content…
The creation of new rules, regulations, governance frameworks, and even a new culture and norms within the boardroom reflect the new ordering of corporate governance systems (Goergen, Mallin, Mitleton-Kelly, Al-Hawamdeh, & Hse-Yu Chiu, 2010). Complexity theory, rather than examining a single dimension of corporate governance, takes a holistic look at the multiple interacting subsystems that come together to create the entire corporate governance social system. Consequently, it provides an understanding of the interconnectedness of the various corporate governance actors. An important insight from complexity theory is that good governance is more likely to emerge in corporations with a supportive enabling environment – defined as the integration of the cultural, legal, political, economic, and social systems (Goergen et al., 2010).
The use of complexity theory in corporate governance has been somewhat limited due in great part to the difficulty in applying it to such a complex multi-layered ecosystem. One area of exploration has focused on examining the networks that emerge from director interlocks and their role in enabling the diffusion of information across enterprises (e.g. Davis, 1991; Gulati & Westphal, 1999; Westphal & Milton, 2000) …show more content…
These changes, in turn, are designed to influence the individual’s actions and efforts to bring about a positive conclusion, resulting in the successful achievement of a dream, aspiration, or aim (Boyatzis 609). Focusing on individuals in corporations, changes associated with the application of ICT are described as sustainable only when these changes are desired and intentional, and promote a long term, positive change in behaviour (Boyatzis 610). Clearly, changing attitudes in organizations begins at the individual level and can be encouraged to spread to groups until the entire organization has embraced a culture of positive, long-term
Within this qualitative research design, three theories have been applied to help clarify the responses and decision-making approaches of the Board Members following the 2008 financial crisis. These 4 theories are Complexity, Social Capital, Appreciative Inquiry and Intentional Change theory. Because these theories offer support for organizational change, individual stakeholder improvements and change on a broad, mass basis, they form an appropriate link to qualitative design, and were considered to be conducive to supporting the foundations of this study in developing hypotheses and in making sense of the findings.
Complexity Theory …show more content…
The creation of new rules, regulations, governance frameworks, and even a new culture and norms within the boardroom reflect the new ordering of corporate governance systems (Goergen, Mallin, Mitleton-Kelly, Al-Hawamdeh, & Hse-Yu Chiu, 2010). Complexity theory, rather than examining a single dimension of corporate governance, takes a holistic look at the multiple interacting subsystems that come together to create the entire corporate governance social system. Consequently, it provides an understanding of the interconnectedness of the various corporate governance actors. An important insight from complexity theory is that good governance is more likely to emerge in corporations with a supportive enabling environment – defined as the integration of the cultural, legal, political, economic, and social systems (Goergen et al., 2010).
The use of complexity theory in corporate governance has been somewhat limited due in great part to the difficulty in applying it to such a complex multi-layered ecosystem. One area of exploration has focused on examining the networks that emerge from director interlocks and their role in enabling the diffusion of information across enterprises (e.g. Davis, 1991; Gulati & Westphal, 1999; Westphal & Milton, 2000) …show more content…
These changes, in turn, are designed to influence the individual’s actions and efforts to bring about a positive conclusion, resulting in the successful achievement of a dream, aspiration, or aim (Boyatzis 609). Focusing on individuals in corporations, changes associated with the application of ICT are described as sustainable only when these changes are desired and intentional, and promote a long term, positive change in behaviour (Boyatzis 610). Clearly, changing attitudes in organizations begins at the individual level and can be encouraged to spread to groups until the entire organization has embraced a culture of positive, long-term