Managing in a Complex World. Johannes Rüegg-Stürm

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utb 5299

      A cooperation of following publishers

      Böhlau Verlag · Wien · Köln · Weimar

      Verlag Barbara Budrich · Opladen · Toronto

      facultas · Wien

      Wilhelm Fink · Paderborn

      Narr Francke Attempto Verlag · Tübingen

      Haupt Verlag · Bern

      Verlag Julius Klinkhardt · Bad Heilbrunn

      Mohr Siebeck · Tübingen

      Ernst Reinhardt Verlag · München

      Ferdinand Schöningh · Paderborn

      Eugen Ulmer Verlag · Stuttgart

      UVK Verlag · München

      Vandenhoeck & Ruprecht · Göttingen

      Waxmann · Münster · New York

      wbv Publikation · Bielefeld

      Johannes Rüegg-Stürm

      Simon Grand

      Managing in a Complex World

      The St. Gallen Management Model

      Haupt Verlag

      Johannes Rüegg-Stürm is Professor of Organization Studies and Director of the Institute for Systemic Management and Public Governance at the University of St. Gallen (HSG), where he heads the Organization Studies Research Center. He has long-standing experience as a process facilitator, consultant, coach, member and president of boards of directors, speaker, and academic leader of entrepreneurial training initiatives for systemic management development.

      Simon Grand is Associate Professor of Strategic Management and Management Innovation, Academic Director of the RISE Management Innovation Lab at the University of St. Gallen (HSG), and Research Fellow at the Zurich Center for Creative Economies of Zurich University of the Arts (ZHdK). As a management researcher, strategy designer and member of several boards of directors, he works with entrepreneurs and executives to develop entrepreneurial strategies and effective corporate governance and management practice.

      This book was translated by Dr. Mark Kyburz & by Jay Binneweg, M.A. HSG.

      1st edition : 2019

      Bibliographic information published by Die Deutsche Nationalbibliothek

      Die Deutsche Nationalbibliothek lists this publication in the Deutsche

      Nationalbibliografie; detailed bibliographic data is available on the internet at http://dnb.dnb.de

      Copyright © 2019 Haupt, Bern

      This book, including all of its parts, is protected by copyright. Every kind of use beyond the limits of the narrow restrictions of the law of copyright is not allowed without the explicit consent of the editor. Noncompliance to this restrictions are inadmissible and criminal. This applies equally for the duplication, translation, microfilming as well as for digital storage and subsequent of the book or any of its parts.

      Layout: Alltag Agentur, St. Gallen

      Translation: Mark Kyburz & Jay Binneweg

      Cover design: Atelier Reichert, Stuttgart

      eBook distribution: Brockhaus Commission, Kornwestheim

       www.haupt.ch

      UTB number: 5299

      ISBN 978-3-8252-5299-1(Book)

      ISBN 978-3-8463-5299-1(eBook)

      Preface

      Managing in a Complex World is based on “The St. Gallen Management Model” (SGMM). The SGMM follows a long and rich tradition of presenting in didactic form a theoretically and empirically sound examination of management abreast with current management practice and the latest research developments and findings. This book is a translation of the German original (published in September 2019).

      At the end of the 1960s, it was a pioneering achievement to explore management – as the challenge of coping with complexity – from a systems theory perspective, which was quite unusual at the time (Ulrich, 1968). The resulting insights were made accessible to teaching and practice by Hans Ulrich and Walter Krieg (Ulrich & Krieg, 1972), two pioneering scholars at the University of St. Gallen (HSG), as the St. Gallen Management Model.

      The SGMM has always intended to contribute to the holistic understanding and integrative treatment of complex management challenges in their unique and differentiated contexts. To this day, this concern has lost none of its relevance.

      The present version of the SGMM draws on a long scientific tradition. In particular, it includes ideas and thoughts from several earlier publications: J. Rüegg-Stürm, The New St. Gallen Management Model (2004) and J. Rüegg-Stürm & S. Grand, Das St. Galler Management-Modell. Wissenschaftliche Grundlagen und Praxisbeispiele (2017). At the same time, it consolidates the fundamental insights of our empirical research in recent years and harnesses the scientific potential of practice theory and autopoietic social systems theory. In addition to outlining the scientific basis of the SGMM (Rüegg-Stürm & Grand, 2017), we have conceived this current edition as a working tool along stringent didactic lines. It also serves critical self-reflection for an in-depth examination of management.

      The SGMM is available as a printed book and as an eBook. It supports both educational purposes and entrepreneurial practice in further developing organizational value creation. The SGMM also includes a number of didactic visualizations, which have been specially designed to facilitate working with the model. The visualizations can be downloaded from www.sgmm.ch. [5] The latest version of the SGMM distinguishes a task perspective from a practice perspective. Both perspectives are informed by current research in the social and cultural sciences. Both perspectives highlight key aspects of management practice and complement each other.

      Our research partnerships with enterprises and organizations from highly diverse contexts (e.g., industrial groups, technology companies, design agencies, research organizations, hospitals, and public utilities) have time and again highlighted the importance of self-critically examining both one’s own understanding of management and management practice as lived and experienced every day. This examination of management provides unfamiliar perspectives on the interplay of environment, organization, and management practice. These perspectives enable those responsible for an organization to discover new possibilities for development and action.

      In this sense, the SGMM cannot be “introduced” in an organization, but instead may serve as a tool to tackle specific tasks. The SGMM may help structure constructive debates about important entrepreneurial issues. And it may also serve as a source of inspiration for developing an organization-specific management model.

      Acknowledgments

      We have only been able to further develop the SGMM, presented between these covers, thanks to our inspiring cooperation with many colleagues from the scientific community, in particular the University of St. Gallen, and from business practice. On behalf of many colleagues, we would like to thank our team colleagues Simone von Wittken, Christian Erk, Marc Krautzberger, Matthias Mitterlechner, Torsten Schmid, Thomas Schumacher, and Harald Tuckermann. We also thank our colleagues Kuno Schedler, Thomas Bieger, Pietro Beritelli, Dirk Schäfer, Florian Hohmann, Mathias Müller, Thomas Friedli, Urs Fueglistaller, Thomas Zellweger, Alexander Fust, and Frank Halter. They