Revisiting complexity theory to achieve strategic intelligence

Abstract

The present work aims to analyse the choice of strategic management conditions considering both, systemic and complexity perspectives applied by analogy to business. The approach represents the firm as a complex adaptive system, where management, to make strategic and operative decisions, must reduce complexity amplifying information variety. According to this approach the firm, in a turbulent environment, must develop different competences, especially in the field of innovation, in order to achieve survival/dynamic conditions through the creation and/or maintenance of relationships with numerous, diverse and heterogeneous stakeholders. This work aims to answer the following research questions: can the complexity theory meet the needs of managers and marketers as well as scholars' theoretical foundations, to develop strategic intelligence to effectively manage the dynamism of organisations/brand in turbulent environments; does regarding organisations and networks as adaptive systems help scholars and managers in their decision making processes?