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Organisational diversity, evolution and cladistic classifications

Author

Listed:
  • McCarthy, Ian
  • Ridgway, Keith
  • Leseure, Michel
  • Fieller, Nick

Abstract

This article presents a case for the construction of a formal classification of manufacturing systems using cladistics, a technique from the biological school of classification. A seven-stage framework for producing a manufacturing cladogram is presented, along with a pilot case study example. This article describes the role that classification plays in the pure and applied sciences, the social sciences and reviews the status of existing manufacturing classifications. If organisational diversity and organisational change processes are governed by evolutionary mechanisms, studies of organisations based on an evolutionary approach such as cladistics could have potential, because as March [March JG. The evolution of evolution. In: Baum JAC, Singh JV, editors. Evolutionary dynamics of organizations. Oxford University Press, 1994. p. 39-52], page 45, states "there is natural speculation that organisations, like species can be engineered by understanding the evolutionary processes well enough to intervene and produce competitive organisational effects". It is suggested that a cladistic study could provide organisations with a "knowledge map" of the ecosystem in which they exist and by using this phylogenetic and situational analysis, they could determine coherent and appropriate action for the specification of change.

Suggested Citation

  • McCarthy, Ian & Ridgway, Keith & Leseure, Michel & Fieller, Nick, 2000. "Organisational diversity, evolution and cladistic classifications," Omega, Elsevier, vol. 28(1), pages 77-95, February.
    • Handle: RePEc:eee:jomega:v:28:y:2000:i:1:p:77-95
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    References listed on IDEAS

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    1. Cep, 1996. "Annual Review 1994-95," CEP Discussion Papers dp0273, Centre for Economic Performance, LSE.
    2. Milton Leontiades & Ahmet Tezel, 1980. "Planning perceptions and planning results," Strategic Management Journal, Wiley Blackwell, vol. 1(1), pages 65-75, January.
    3. Armstrong, J. Scott, 1991. "Strategic Planning Improves Manufacturing Performance," MPRA Paper 81677, University Library of Munich, Germany.
    4. Cep, 1996. "Annual Review 1995/96," CEP Discussion Papers dp0332, Centre for Economic Performance, LSE.
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    Cited by:

    1. Goumagias, Nikolaos & Fernandes, Kiran Jude & Nucciarelli, Alberto & Li, Feng, 2022. "How to overcome path dependency through resource reconfiguration," Journal of Business Research, Elsevier, vol. 145(C), pages 78-91.
    2. Kanchiralla, Fayas Malik & Jalo, Noor & Thollander, Patrik & Andersson, Maria & Johnsson, Simon, 2021. "Energy use categorization with performance indicators for the food industry and a conceptual energy planning framework," Applied Energy, Elsevier, vol. 304(C).
    3. Lei Shi & John Evans & Yifei Li, 2018. "A Systems Analysis of Drivers of Individual Bankruptcies," Economic Papers, The Economic Society of Australia, vol. 37(4), pages 390-398, December.
    4. Aggarwal, Raj & Berrill, Jenny & Hutson, Elaine & Kearney, Colm, 2011. "What is a multinational corporation? Classifying the degree of firm-level multinationality," International Business Review, Elsevier, vol. 20(5), pages 557-577, October.
    5. Lei Shi & Neil Allan & John Evans & Yin Yun, 2018. "Significance of Controllable and Uncontrollable Drivers in Credit Defaults," Economic Papers, The Economic Society of Australia, vol. 37(1), pages 30-41, March.
    6. Kurt Dopfer, 2016. "Evolutionary economics," Chapters, in: Gilbert Faccarello & Heinz D. Kurz (ed.), Handbook on the History of Economic Analysis Volume III, chapter 14, pages 175-193, Edward Elgar Publishing.

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