SELF-ORGANIZATION FOR STRATEGIC ADAPTATION UNDER DISEQUILIBRIUM

Abstract

This dissertation is a primarily theoretical study of self-organization, through which a constellation of organizations can control the process of strategic adaptation in the paradigm shift. Curiously, existing theories about the control mechanism seem to be insufficient to address the problems of control seriously in the pre-paradigmatic state. The dissertation includes three main chapters of literature review, theoretical analysis, and case study. The extensive literature review provides a fertile foundation to support this study. The chapter of theoretical analysis aims to theorize about self-organization as a new control mechanism. The case study chapter seeks to address the new conceptual model and its application to the phenomenon. Consequently, the dissertation not only presents a detailed comparison of existing theories but also elaborates the new model of control mechanism. This study considers the phenomenon of manufacturing without a factory as the evidence of the controlled system without governance structure in the paradigm shift. Through the content analysis method, the case study analyzes how differently IBM and Apple, Inc. have controlled manufacturing processes entirely outsourced to external partners and why IBM failed the challenges while Apple could succeed. The theoretical analysis addresses why firms must manage external adjustment processes and be agile with the high capacity of information processing as a constellation of organizations grows. This study will shed lights on uncovering the management of postmodern organizations in the twenty-first century.