The Responsive Organization

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The Responsive Organization

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dc.contributor.author Juul Andersen, Torben
dc.contributor.author Fredens, Kjeld
dc.date.accessioned 2013-11-18T13:59:07Z
dc.date.available 2013-11-18T13:59:07Z
dc.date.issued 2013-11-18
dc.identifier.uri http://hdl.handle.net/10398/8789
dc.description.abstract Modern cognitive science identifies a dynamic system of interacting fast and slow processes as essential to human thinking. The fast system observes and reacts to environmental stimuli and the slow system interprets events and reasons about future actions. When the fast and slow processes interact they form a dynamic system that enables individuals to respond effectively to changing conditions. We project this dynamic perspective onto human interaction in organizations where observations and experiential insights gained by employees and operating managers are linked to forward-looking planning considerations that take place around the top-management echelons. This identifies the responsive organization that is able to observe and react to frequent and often abrupt environmental changes and thereby adapt organizational activities to the changing reality. en_US
dc.format.extent 40 en_US
dc.language eng en_US
dc.relation.ispartofseries CGSR Working Paper Series;1
dc.subject.other Dynamic systems en_US
dc.subject.other Interactive strategy-making en_US
dc.subject.other Emotional intelligence en_US
dc.subject.other Fast and slow processes en_US
dc.subject.other Organizational adaptability en_US
dc.title The Responsive Organization en_US
dc.type wp en_US
dc.contributor.corporation Copenhagen Business School. CBS en_US
dc.contributor.department Institut for International Økonomi og Virksomhedsledelse en_US
dc.contributor.departmentshort INT en_US
dc.contributor.departmentuk Department of International Economics and Management en_US
dc.contributor.departmentukshort INT en_US
dc.publisher.city Frederiksberg en_US
dc.publisher.year 2013 en_US
dc.title.subtitle Inderstanding the Dual Processes of the Human Mind and Human Interaction in Strategy Making en_US


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