COMBINED USE OF SOFT SYSTEMS METHODOLOGY AND COMPLEXITY METHODOLOGY: THE EXAMPLE OF CORPORATE SOCIAL RESPONSIBILITY

Aleksandra Bošković

DOI Number
-
First page
419
Last page
440

Abstract


Starting from the deficiencies of the application оf single system methodology in dealing with the management problem situations, the paper discusses a possible combined use of Soft Systems Methodology (SSM), which belongs to the interpretive paradigm, and Complexity Methodology (CM), as a functionalist systems methodology, in structuring complex-pluralist problem areas. Respecting the characteristics of corporate social responsibility (CSR), combined application of these methodologies is illustrated through a hypothetical example of CSR management in the ABC company. The paper shows that if the SSM is implemented as dominant, and MK, as a methodology that supports it in managing problem situations in enterprises, certain deficiencies in their independent application will be eliminated. Despite certain limitations, the paper provides findings about various important open issues in systems science and management science, such as the possibility of combining different systems methodologies, particularly the methodologies belonging to different paradigms. Besides, a combined use of these two methodologies has not been explored enough yet.

 


Keywords

managing problem situations, Soft Systems Methodology, Complexity Methodology, combining methodologies, corporate social responsibility.

Full Text:

PDF

References


Aguilera, R.V., Rupp, D. E., Williams, C. A. & Ganapathi, J. (2007). Putting the S back in corporate social responsibility: a multilevel theory of social change in organizations, Academy of Management Review, 32(3), 836-863. DOI: 10.2139/ssrn.567842

Brown J., Cooper, C., & Pidd, M. (2006). A taxing problem: The complementary use of hard and soft OR in the public sector. European Journal of Operational Research, 172 (2), 666-679.

Carroll, A. B. (1991). The Pyramid of Corporate Social Responsibility: Toward the Moral Management of Organizational Stakeholders. Business Horizons, 34(4), 39-48.

Checkland, P. & Wilson, B. (1980). ‘Primary task’ and ‘issue-based’ root definitions in systems studies. Journal of Applied Systems Analysis 7, 51–54.

Checkland, P. & Tsouvalis, C. (1997). Reflecting on SSM: The Link between Root Definitions and Conceptual Models. Systems Research and Behavioral Science, 14 (3), 153-168.

Checkland, P. (2000a). The Emergent Properties of SSM in Use: A Symposium by Reflective Practitioners. Systemic Practice and Action Research, 13 (6), 799-823.

Checkland, P. (2000b). Soft Systems Methodology: A Thirty Year Retrospective. Systems Research and Behavioral Science, 17 (S1), pp. 11-58.

Commission of the European Communities, (2001a), Communication from the Commission to the Council, the European Parliament and the Economic and Social Committee, Brussels: EUR-Lex(Official Journal of the European Communities)

Commission of the European Communities, (2001b), Green Paper - Promoting a European framework for Corporate Social Responsibility, Brussels.

Dare, J. (2016). Will the Truth Set Us Free? An Exploration of CSR Motive and Commitment. Business and Society Review, 121(1), 85-122. DOI: 10.1111/basr.12082

Devinney, T.M. (2009). Is the Socially Responsible Corporation a Myth? The Good, the Bad, and the Ugly of Corporate Social Responsibility. Academy of Management Perspectives, 23(2), 44-56.

Gharajedaghi, J. (2011). System Thinking: Managing Chaos and Complexity – A Platform for Designing Business Architecture. Elsevier – Morgan Kaufmann.

Gibson, K. (2000). The Moral Basis of Stakeholder Theory, Journal of Business Ethics 26 (3), 245–257.

Henao, F. & Franco, A. (2016). Unpacking multimethodology: Impacts of a community development intervention. European Journal of Operational Research, 253(3), 681-696.

Howick, S. & Ackerman, F. (2011). Mixing OR methods in practice: Past, present and future directions. European Journal of Operational Research, 215 (3), 503-511.

Huaxia, Z. (2010), Soft systems methodology and ‘soft’ philosophy of science. Systems Research and Behavioral Science, 27(2), 156–170.

Jackson, M. C. (2003). System Thinking: Creative Holism for Managers. Chichester: John Wiley&Sons Ltd.

Koh, H. C., & Boo, E. H. Y. (2004). Organisational ethics and employee satisfaction and commitment. Management Decision, 42 (5), 677-693.

Kotiadis, K. & Mingers, J. (2006). Combining PSMs with Hard OR Methods: The Philosophical and Practical Challenges. The Journal of the Operational Research Society, 57 (7), 856-867.

Kotler, P. & Lee, N. (2005). Korporativna društvena odgovornost – učiniti najbolje za svoju kompaniju i za izabrani društveni cilj[Corporate Social Responsibility – Doing the Best for Your Company and for the Chosen Social Goal]. Beograd: Hesperia.

Mingers, J. & Brocklesby, J. (1997). Multimethodology: Towards a Framework for Mixing Methodologies. Omega – International Journal for Management Science. 25, 489-509.

Mingers, J. & Taylor, S. (1992). The Use of Soft Systems Methodology in Practice. Journal of Operational Research Society, 43 (4), 321-332.

Mingers, J. (2001). Combining IS Research Methods: Towards a Pluralist Methodology. Information Systems Research, 12, 240-259.

Mingers, J. (2003). A Clasification of the Philosophical Assumptions of Management Science Methods. The Journal of the Operational Research Society, 54 (6), 559-570.

Munro, I. & Mingers, J. (2002). The Use of Multimethodology in Practice-Results of a Survey of Practitioners. The Journal of the Operational Research Society, 53 (4), 369-378.

Petrovic, S. P. (2013). A Holistic Instrumentarium for Creative Managing the Problem Situations, Themes, 37(1), 97-116.

Petrovic, S. P. (2012). Pluralism in Structuring the Management Problem Situations. Themes, 36(2), 797-814.

Petrovic, S. P. (2010). System thinking, Systems methodologies. Faculty of Economics University of Kragujevac.

Petrovic, S. P. (2005). The complexity paradigm in management reconceptualizing. Economic Annals, 167, 107-139.

Petrovic, S. P. (2004). System approach to solving practical management problems. Economic Annals, 160, 147-177.

Porter, M. & Kramer, M. (2006). Strategy and Society – The Link between Competitive Advantage and Corporate Social Responsibility. Harvard Business Review, 84(12), 78-92.

Stacey, R. D. (1995). The science of complexity: An alternative perspective for strategic change processes, Strategic Management Journal, 16 (6), 477–495.

Stacey, R. D. (1996). Complexity and Creativity in Organizations. Berret-Kohler, San Francisco.

Stojanovic-Aleksic, V. (2007). Leadership and organizational changes). Faculty of Economics University of Kragujevac).

Zlatanovic, D. (2015a). A Holistic Approach to Corporate Social Responsibility as a Prerequisite for Sustainable Development: Empirical Evidence, Economic Annals, 60(207), 69-94. DOI:10.2298/EKA1507069Z

Zlatanovic, D. (2015b). Methodological aspects of the combined use of system methodologies in managing problem situations in business economics (doctoral thesis). Faculty of Economics University of Kragujevac.


Refbacks

  • There are currently no refbacks.


Print ISSN: 0353-7919
Online ISSN: 1820-7804