By Chutima Saensak
A summary of this article is an interesting in study of the complexity system has grown; a new vocabulary is emerging to describe discoveries about wide- ranging and fundamental phenomena. Complexity theory research has allowed for new insights into many phenomena and for the development of the new language. This paper argues that a shared language based on the vocabulary of complexity can have an important role in management context. The use of the complexity theory metaphors can change the way managers think about the problems they face. If part of the problems of knowledge management is the need to identify value added knowledge, language and metaphor play a key role for they are the very tools of the identification (what is knowledge) and ascription (what make it value-added) process. Complexity theory metaphors, it is argued, are not panaceas. There are limits to the types of organizations where the notion of a " fitness landscape" and "degree of coupling" can make a positive contribution to managements understanding of the world. The author argues that one potential contribution between words where complexity metaphors can contribute and those where they can not can be draw by measuring the degree to which an organization perceived that value-add investments are not make in a) the development of new knowledge or b) infrastructure. In this context, infrastructure is defined as those items to which an economist might (once such investment is made) ascribe the label "suck cost" but which management would not willingly to walk away from. For this purpose then, emotional investments, legacy systems, existing bureaucracy and material goods could all constitute "infrastructure." Investments in knowledge are different. While the ability of an organization to effectively deal with new knowledge is limited by a variety of constrains, the leverage, which can be obtained from such knowledge given rise to the potential for increasing return.
In case study, between Biotech Company and Internet Service complexity theory in action. Coming from very different stages in their corporate lives, these companies share in a few things in common; their executives think about complexity on a day-to-day basis and their vocabulary and descriptions f their competitive environments reflect such thinking. Their senior executive of each company states that success can be achieved. Biotech Company is a division of a many thousand employee industrial company. Their products provide cutting edge systems to the life science community with the most comprehensive line of integrated and automated systems for DNA research and analysis, protein and peptide characterization and analysis, carbohydrate analysis, separation and detection, as well as data research, management, and analysis. Internet Service, by contrast, is a start-up, a young business of mostly young people trying to make a "great thing" happen in a new medium. Internet Service provides its members with "Tools for life," promoting an ethics of investment by offering six services; finance, career, travel, health living, and community.
In another case of study, Supercut (haircut) tried to be unique in term knowledge content. All Supercuts stylists are licensed cosmetologists, which means they have completed the required hours of cosmetology school and have passed a test regulated by the state in which they live. Great American backrub, a store that hopes to do people back, what Starbucks does for people center nervous system. Howard Sherman, a former officer of Supercuts has suggest that what Supercuts was good at what the concept of knowledge based franchise system then, Great American is but a continuation of knowledge based system Supercut started.