Petrevska-Nechkoska, Renata and Kostoska, Olivera (2020) TOWARDS ORGANIZATIONAL COMPLEXITY OF THE EUROPEAN HIGH-LEVEL POLICY IMPLEMENTATION. Southeast European Review of Business and Economics, 1 (2). pp. 52-65. ISSN 2671-339X

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The organisational complexity and adaptive, yet effective implementation of high-level policies for socio-technical-environmental systems represent a challenge derived from the need to respond effectively to changes in dynamic and unpredictable environment, while aiming to achieve the set purpose(s). The broad stakeholder ecosystem as well as the high-level European (but also global) policies are interrelated, networked and knowledge-driven, but as the recent pandemic shows, they also need to be effect- and impact-driven. It takes a lot of reconfiguration and situational awareness from different managerial and governing altitudes to be able to comprehend and facilitate dynamics and complexity of the systems, policies, projects and contexts. For a small number of institutions, businesses and projects, embracing complexity yields a competitive edge in terms of creativity, innovation, information management, and social advancement. However, even the most well thought of and globally aligned European high-level policies and strategy (as well as the most developed countries) need a paradigm shift in the ‘how’ of their implementation, as perceived from, what we take as position, the end-users of the effects of their implementation - the countries and the citizens. If we consider our countries, unions, departments, projects as complex adaptive systems, then we need to take into account their specificities to address and guide them properly. This position paper looks through the lens of system design, complex adaptive systems, and the tactical management adaptability and effectiveness to provide an analysis of the European (1) strengths in strategy and operations (2) problems in ‘silos’, matrix-organizations, insufficient information and communication flows, current project management and slow risk management (3) through an example of the freedom of movement for workers (4) ‘business model’, and (5) growth paradigm that need to be fundamentally redefined through the value co-creation and co-evolution. The solutions we provide here are both conceptual (e.g. greater effectiveness delivered through the existing governance structures by drawing attention to the missing link between tactics and empowered project management), and tangible (e.g. methods, such as the Denica method for tactical management, providing adaptability in dynamic and unpredictable environment that is preserved by continuous Sense-Interpret-Decide-Act (SIDA) Loop and Role-and-Accountability system design, with proper information sensors, emitters and risk management for strategy and tactics).

Item Type: Article
Subjects: Scientific Fields (Frascati) > Social Sciences > Economics and Business
Divisions: Faculty of Economics
Depositing User: Prof. d-r Olivera Kostoska
Date Deposited: 19 Oct 2020 06:38
Last Modified: 19 Oct 2020 06:38

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