Emergence, the coming-into-being of new entities, new organizations, or new structures out of the interactions of individual agents in networks, is becoming a central concept in today's management literature. We are now evolving from the age of reductionism to the age of emergence, meaning that organizations in the connected society can no longer predict what is going to happen but will find themselves continuously doing things in co-evolution with their environment, things that are not necessarily in line with actions planned (...) in advance. In such a dynamic environment managers must learn to enable emergent processes in real time if an organization is to turn unpredictability to its competitive advantage. The importance of the perspective of emergence is introduced in regard to the growing complexity in society. (shrink)

Generating research findings, which make sense in today's society and can be appreciated as such by both the academic and the business worlds, requires reframing not only the core of how research is being developed but also questions the relevance of organizational survival. The Imagineering Methodology developed within the framework of the NHTV University of Applied Sciences provides a complementary perspective on management research and design. This article aims to present the essence and the specifics of how research is evolving (...) today, using the aforementioned methodological stance and showing certain outcomes, already achieved in practice. (shrink)

With growing complexity in society, designers are entering the fields of organizational studies and social change with high levels of responsibility and, sometimes, little background knowledge of theories and recent evolution. Specifically in the fields of strategy, change, and transformation, the turn toward complexity science is gaining acceptance in both academia and practice. This article presents Imagineering as a complexity-inspired design approach to effectuate transformational objectives. It illustrates the method with an application on the city of Antwerp. The author concludes (...) by reflecting on the implications and perspectives of the method for transformational design and for design thinking in management. (shrink)