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The age of emergence: toward a new organizational mindset


  • Cunha, Miguel Pina e
  • Cunha, Joao Vieira da
  • Kamoche, Ken


This paper discusses how new competitive landscapes invite organizational scholars and practitioners to adopt a new organizational mindset. The proposed new mindset does not negate the importance of the traditional functions of management, but invites a reexamination of how they are expected to function. The paper is organized as follows: (1) the traditional mindset is briefly presented; (2) the precipitating conditions for the new mindset are highlighted (e.g. hypercompetition, global standards, world class competitors) and the age of emergence concept introduced (3), standard approaches for dealing with the new economic order will be advanced (e.g. trust-based organizations, designs for innovation, network forms); (4) the new emergence mindset is presented as a dialectical alternative, linking the past and the future. The new emergence mindset is derived from a larger research project on how organizations can adapt to the age of emergence. The research involves theoretical research, case studies and field research (observation, interviewing). It is shown that some old concepts have been prematurely condemned in recent research. We argue in this paper that emergence age organizations need to synthesize old and new concepts in a dialectical manner, instead of getting rid of old concepts (control, planning, etc.). We believe that this view will provide a refreshing and realistic approach for the understanding of contemporary organizations in the millenium.

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  • Cunha, Miguel Pina e & Cunha, Joao Vieira da & Kamoche, Ken, 2000. "The age of emergence: toward a new organizational mindset," FEUNL Working Paper Series wp382, Universidade Nova de Lisboa, Faculdade de Economia.
  • Handle: RePEc:unl:unlfep:wp382

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    Cited by:

    1. Marina Ventura & Magda Rocha & Margarida Amorim, 2011. "TreKker Model - Case study on TreKker Model’s impact on self-beliefs," Working Papers de Gestão (Management Working Papers) 03, Católica Porto Business School, Universidade Católica Portuguesa.

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