The Construction Of Strategic Thinking Under The Science Of Complexity: Based On The Interpretations Of Three Autopoietic Process Models

Few strategic scholars come to grip with nonlinear phenomena. Instead, this paperdraws on the perspective of complexity science as the preconception and employs theresearch methodology of autopoiesis theory-the methodology of process of matchingand the method of continuous comparative analysis, second order analysis, etc. to enterSPL Group, a Taiwan based, big, and complex firm to conduct longitudinal field study,tending to model phenomena as Punctuated Evolutionary and Autopoietic (PEA)process model as if they were linear in order to make them tractable, and this papertends to construct a framework of strategic thinking, based on PEA process modelwhich interprets the nonlinearity of complexity, in order that the organization and itsstrategic managers can analyze the strategy content and strategy process before theytake action, this is the major purpose . PEA process model is organized by its three component process models: 1)Strategic Fractal Learning (SFL) process model, a macro process model, describing thatstrategic learning, i.e. the second order learning, can come from organizationalbifurcation such as type of Conflict, Technology, Performance, or Free energy throughany kind of fluctuation such as market, technological, or investment, in order to acquireknowledge throughout the strategic business unit and iterate it to the cores of eachorganizational activities during pink noise dynamics and chaos stages by virtue of thelaw of fractal used to model the self-similarity among each level of suborganizationallearning. Business learning, the first order learning, takes on during the stages of periodicdynamics and the eve of white noise dynamics; 2) Strategic business Advancement(SBA) process model, a micro process model, describing that the advancement activitiesof strategic business comes from the organization's going far from equilibrium which iscaused by enough negative entropy or free energy, originated from new knowledge withits strategic learning and free cash of accumulating return .The micro advancementpattern group of 3*5 matrix emerges and explains why and how organization can leapfrom survival activities up to advancement activities and eventually converges to a newstable stage , i.e. new stage of periodic dynamics , this explains the organizational iiivariety and transcends the traditional explanations of performance difference ; and 3)Routine-Cognition-Interpretation (RCI) process integrated model , a holistic model ,describing the nonlinear system feedback of both the internal interaction among routine ,cognition , and interpretation, and its external interaction with environment during bothorganizational stable stages , i.e. the stages of periodic dynamics and the eve of whitenoise dynamics , and punctuation stages , i.e. the stages of pink noise dynamics andchaos dynamics . Organization as an interpretation system and its strategic interpretationinvolve its cognition structure, which is formulated as a knowledge tree structurecomprehending traditional schemata-and-script process no matter what in stable orunstable stages. Business interpretation is according to central dogma, in which theinterpretation orientation is conforming to routine, i.e. routine → transcript → script /translation → interpretation → environment data; unlike business interpretation, thestrategic interpretation in unstable stages is according to anti-central dogma, in whichthe orientation is reverse. And the bi-orientation property of organization matters to theconstruct set /cognition formulation of strategic thinking. From the perspective of science of complexity, PEA process model embodies theprocess of dynamic change-the emerging properties of organization speciation, growthand learning, anarch and catastrophe, and self-organization and renewal, that contributesto the three sets of unsolved traditional strategic issues since 1994 as many strategicscholars mentioned, a...