Epilogue

Most fundamentally this book is inspired by Niklas Luhmann’s autopoietic system

perspective and Alfred North Whitehead’s and his followers’ process views of

organization.

The humans are today in the midst of great change. It is a shift towards a

knowledge-based economy, where knowledge is the most important resource.

This means that knowledge is the intellectual wealth of firms.

Systemic view provides a basic approach through which we may advance our

understanding of firms’ knowledge production. However, numerous books and

papers dealing with knowledge production do not take account a system’s emergent

properties which may cause essential and surprising results when different pieces of

knowledge are produced. Therefore, existence of business organization – firm – can

only be understood through systemic view.

A radical step within the systemic view was taken in the nineteen seventies with

the development of the concept of ‘self-referential systems’. One of the most

important contributions to this new phase of systems theory was the theory of

autopoiesis.

In process philosophy, the world is an organic web of interrelated processes or

series or events in which everything exists in relation. The idea of firms as goal-

attaining based on normative-rational models should be abandoned. Instead, we

should work from empirical descriptions of how firms operate their own production

and reproduction. Seen this way, firms are unpredictable historical systems that

always operate in present time which they have brought forward themselves

through self-referencing. All is process!

In the discourse of organization it has been traditional to treat the nature of

organization as a given and the focus has been on behaviour within a taken-for-

granted context. However, recent developments in the field have started to redress

this imbalance by placing the concept of organization itself in question and, in

K.U. Koskinen, Knowledge Production in Organizations,DOI 10.1007/978-3-319-00104-3, © Springer International Publishing Switzerland 2013

147

particular, by focusing on organization as a process rather than on organizations as

entities. It is already clear that, once this shift is made, even what constitutes

organization is to be seen in radically different ways. Yet the penetration of such

approaches into micro-level organizational activity has, so far, been somewhat

limited. Concept like processual knowledge production cannot be dismissed

because it is so prevalent.

148 Epilogue

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Index

AAutopoiesis

autonomy, 42–43, 46

autopoietic systems, 3, 5, 33–48, 61–74, 77,

105–107, 118, 138, 141, 143

boundaries of autopoietic systems,

37–40, 47

observing, 43–45

operational closure, 36–37, 39

organization and structure, 34–36

organizational autopoiesis, 45–47

self-reference, 36–37

structural coupling, 40–42, 45, 47

structural determinism, 40–42

EEpistemology

autopoietic, 39, 67, 77, 78, 81, 119, 137

cognitivist, 75–76, 78, 83

connectionist, 76–78

Evolution

learning organization, 97–102

organizational learning, 97, 102

KKnowledge

management, 1, 4, 73, 79–96, 112, 121, 133

as a process, 92–93

types, 96

MMicro–Macro problem

absorptive capacity, 137–138

commitment, 117, 120, 138–139

dialogue, 111, 124–125, 132, 138

interaction, 103, 104, 107, 120, 122–123,

125, 128, 134, 135

knowledge sharing, 110, 111, 119–129,

131, 132, 134, 139

language, 114–119, 124, 125, 129

languaging, 114–116, 118

micro–macro processes, 105–141

motivation, 108, 112, 120, 138–139

organizational culture, 112–113

organizational identity, 103, 104

organizational memory, 110–112, 128

resistance to change, 139–141

sense-making, 127, 135–137

sensing, 106–107, 137

storytelling, 110, 125–129

OOrganization

contemporary lenses and postmodernism,

9–10

contingency theory, 8–9

PProcess perspective

atomistic view, 57, 60

organizational change, 55–56

potentiality and actuality, 57–58

process thinking, 49–55

SSocial autopoietic systems

communication, 61–74

consciousness, 62, 63, 66–68

K.U. Koskinen, Knowledge Production in Organizations,DOI 10.1007/978-3-319-00104-3, © Springer International Publishing Switzerland 2013

171

Social autopoietic systems (cont.)decisions, 61, 69–72, 74

events, 61, 64–66, 68, 70–74

meaning, 62, 63, 65

social autopoiesis, 62–73

Systemic view

boundaries of systems, 21–22

complexity in systems, 17–19

open and closed systems, 19–20, 22

system dynamics and causality, 23–25

systems thinking, 13–30

172 Index