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Models used in the understanding of complex entities, like organisations, are problematic in several respects. After an introductory discussion of this problem, this paper addresses the problems associated with the boundaries of complex systems, arguing that although boundaries do exist, they have a peculiar nature. Similarly, it is argued that although hierarchies form an important part of the structure of complex systems, they are not clearly defined or "nested" as is often assumed. Hierarchies should also in principle be transformable in a viable system. Finally, the usefulness of network models is investigated. The conclusion is that although network models have a structure similar to that of complex systems, they are subject to the same limitations all models of complexity are faced with. A few implications for our understanding of organisations are mentioned.

The study sought to understand the relationship among organisations, knowledge and complexity so that managers could develop more effective strategies when working with organisational knowledge and complexity. The theoretical framework of the theme was elaborated from Web of Science and then an analysis of identified approximations, relations and boundaries was carried out. Aiming at greater consistency regarding the approximations and boundaries among the studied themes, we sought complex organisations that contemplated knowledge as a resource. The initial search retrieved 95 articles, and after content analysis was performed, we identified 25 articles considering complex organisations as social organisms and knowledge as a resource. In this sense, difficulties were observed regarding the definition of the concept of complex organisation, as well as regarding the understanding of knowledge as a resource. After the analysis of the 25 articles, eight pointed to some characteristic of complex organisations, and this corpus does now allow to relate and identify the impact of knowledge on complexity, or complexity on knowledge. From these considerations, we discuss ways to manage complexity and knowledge as elements inserted in the organisational context.

In this paper, I examine three questions: (1) how creativity and innovation in organisations are defined in the scientific literature, (2) which theories are applied and hence which explanatory factors have been discussed, and (3) what the empirical evidence is regarding these factors. I uncover an overlap between the definitions of creativity and innovation, which in my view are distinct but related concepts. Further, despite the significant overlap in their definitions, research has evolved in two almost separate streams. Moreover, I observe that the multiple theories used (even regarding the same factor) to explain organisational creativity are not always integrated and that the empirical evidence about factors concerning individuals seems to converge but is much more mixed in relation to factors at the organisational level. Finally, I propose a new definition of organisational creativity and organisational innovation to distinguish them and suggest some avenues for future research.

In this paper, I examine three questions: (1) how creativity and innovation in organisations are defined in the scientific literature, (2) which theories are applied and hence which explanatory factors have been discussed, and (3) what the empirical evidence is regarding these factors. I uncover an overlap between the definitions of creativity and innovation, which in my view are distinct but related concepts. Further, despite the significant overlap in their definitions, research has evolved in two almost separate streams. Moreover, I observe that the multiple theories used (even regarding the same factor) to explain organisational creativity are not always integrated and that the empirical evidence about factors concerning individuals seems to converge but is much more mixed in relation to factors at the organisational level. Finally, I propose a new definition of organisational creativity and organisational innovation to distinguish them and suggest some avenues for future research.

In this chapter, I relate the concept of organisational learning to the recent literature on industrial districts and innovation networks. The network literature so far has not applied findings from organisational learning to network learning in a straightforward way. Usually, learning is equated with innovation and 'absorptive capacity'. However, the same virtues that distinguish networks from ordinary market exchange may turn into vices which stifle the innovative process. Core firms in industrial sectors seem to be particularly prone to this. Conversely, collaboration in knowledge intensive industries typically is both an entry ticket to an information network and a vehicle for rapid communication about new opportunities and obstacles. The chapter ends with a proposed outline for further research.