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Conclusion

Although complexity science began to emerge as a serious force in the natural sciences during the 1960s, its application to strategic management has been more recent. It is as yet an underdeveloped perspective in strategic management studies. However, complexity provides a very different perspective to Newtonian-inspired management thinking (McMillan 2008) but following the analysis undertaken in Chapter 3, it appears to provide a good fit with the highly unstable ICT environment. The ‘Complexity Approach’ (Pascale 1999), ‘Competing on the Edge’ (Brown and Eisenhardt 1998) and ‘Strategic Poise’ (Davenport et al. 2006) models of strategy analysed in Chapter 3 were a significant improvement over the rational models of strategy analysed in Chapter 1 and Chapter 2. They encompassed greater flexibility and fluidity and were very much in tune with developments in the new innovation economy and ICT sector. However, further research will now be undertaken to develop these theories in Chapter 4 and Chapter 5 where an analysis will be undertaken of ecosystem and platform theories (Chapter 4) followed by the introduction of the hydrothermal vent ecosystem model in Chapter 5.

 
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