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Embracing causal complexity: An analytical framework based on Aristotle’s conceptualization of causes and causalities

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  • Helene Delacour

    (CEREFIGE - Centre Européen de Recherche en Economie Financière et Gestion des Entreprises - UL - Université de Lorraine)

  • Andrea Zaara

    (SIG - Services Industriels de Genève)

Abstract

Despite the recognition of the benefits of the complex causality perspective to understand organizational phenomena, it remains difficult to apply. To address this gap, we propose an analytical framework ontologically grounded in Aristotle's conceptualization of causes and causalities. This framework unfolds in three steps: First, it identifies the four primary and per se causes; second, the other causes, including accidents, instruments and secondary causes; and third, it examines their interrelations through two types of causalities-reciprocal and total, as well as partial convergent or divergent. By providing an ontological foundation for causes and causalities our framework allows researchers to investigate any organizational phenomena, thereby operationalizing and deepening our understanding of causal complexity.

Suggested Citation

  • Helene Delacour & Andrea Zaara, 2025. "Embracing causal complexity: An analytical framework based on Aristotle’s conceptualization of causes and causalities," Post-Print hal-04981598, HAL.
    • Handle: RePEc:hal:journl:hal-04981598
    DOI: 10.24072/pcjournal.532
    Note: View the original document on HAL open archive server: https://hal.science/hal-04981598v1
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    References listed on IDEAS

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    3. Eddy Ng & Greg Sears, 2012. "CEO Leadership Styles and the Implementation of Organizational Diversity Practices: Moderating Effects of Social Values and Age," Journal of Business Ethics, Springer, vol. 105(1), pages 41-52, January.
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