The Open UniversitySkip to content

Complexity dynamics: managerialism and undesirable emergence in healthcare organisations

Carlisle, Ysanne (2011). Complexity dynamics: managerialism and undesirable emergence in healthcare organisations. Journal of Medical Marketing, 11(4) pp. 284–293.

Full text available as:
Full text not publicly available (Version of Record)
Due to publisher licensing restrictions, this file is not available for public download
DOI (Digital Object Identifier) Link:
Google Scholar: Look up in Google Scholar


Managerialist approaches to change have been applied to many public sector organizations including health care, but little attention has been given to how complexity dynamics can lead to undesirable emergences in such contexts to the detriment of motivation, commitment, performance and long term organizational adaptiveness. This article describes complexity dynamics and explains why and how they can lead to undesirable and unethical emergences in top-down driven change programmes. In particular it considers the problem of toxic workplace cultures, a phenomenon which has flourished in some health care environments. Complexity dynamics can explain why such cultures emerge. Complexity theory suggests alternative management approaches which can deliver adaptive change without the human and organizational costs of such undesirable side-effects.

Item Type: Journal Item
Copyright Holders: 2011 The Author
ISSN: 1745-7912
Keywords: business ethics; change; complexity; strategy; workplace culture
Academic Unit/School: Faculty of Business and Law (FBL)
Item ID: 30682
Depositing User: Users 2541 not found.
Date Deposited: 05 Jan 2012 13:39
Last Modified: 07 Dec 2018 22:05
Share this page:


Altmetrics from Altmetric

Citations from Dimensions

Actions (login may be required)

Policies | Disclaimer

© The Open University   contact the OU