The strategic role of knowledge and innovation systems thinking Online publication date: Fri, 12-Oct-2007
by Alan D. Smith
International Journal of Business and Systems Research (IJBSR), Vol. 1, No. 2, 2007
Abstract: Practitioners of systems thinking must understand a new definition of a system, especially when dealing with new market forces and empowered customers. Traditionally, a system is a whole whose elements continually affect each other and operate towards a common goal. The structure is the pattern of interrelationships among elements of the system and is typically invisible until someone discovers them. The degree of flexibility with which an organisation expends in the allowance of change is regulated by the existence of innovation and inertia. Aligning organisational elements within an organisation and between an organisation and environment are important for competitive success. Applications of systems thinking to strategic fit are most prevalent within the areas of positioning and organisational development. Several models are presented, which range from simple to complex, show the relationships of a company with its environment. As the number of interactions increase, the behaviour of the system becomes more dynamic.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Business and Systems Research (IJBSR):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook