Complex adaptive systems as metaphors for organizational management

Purpose – The purpose of this paper is to explore the concept of complex adaptive systems (CAS) from the perspective of managing organizations, to describe and explore the management principles in a case study of an organization with unconventional ways of management and to present a tentative model for managing organizations as CAS – system management. There is a need for the development of knowledge, metaphors and language for management of the new forms of organizing, for example, value networks, which are evolving as a response to the increased demand for efficiency, flexibility and innovation. Design/methodology/approach – The frame of reference is based on a literature review of the area of CAS and an inductive and interactive approach is used to identify the management principles in the case study. Findings – A classification of the components of a CAS is suggested and described as properties of, and approaches for, managing CAS. The identified management principles in the case study are: a clearly formulated mission, delegation of responsibility and authority, diversity and competition, and follow‐up and feedback. As a result of analyzing the frame of reference and the case study, a tentative, conceptual model for managing organizations as CAS – system management – is presented including; metaphor, components and approaches. Originality/value – The case study contributes to the empirical body of knowledge of organizing and management. The tentative model is a contribution to the ongoing discussion about managing organizations as CAS.