Organizational Emergence: The Origin and Transformation of Branson, Missouri's Musical Theaters

We draw on complexity theory to explain the emergence of a new organizational collective, and we provide a much-needed empirical test of the theory at the collective level of analysis. Taking a case study approach, we use four dynamics of emergence posited by complexity theory's dissipative str...

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Bibliographic Details
Published inOrganization science (Providence, R.I.) Vol. 15; no. 5; pp. 499 - 519
Main Authors Chiles, Todd H, Meyer, Alan D, Hench, Thomas J
Format Journal Article
LanguageEnglish
Published Linthicum INFORMS 01.09.2004
Institute for Operations Research and the Management Sciences
Subjects
Branson
Case studies
Celebrities
Cluster analysis
Collectivism
Complexity theory
Control loops
Country music
creation
Dams
Ecology
emergence
Empirical tests
Entrepreneurs
Equilibrium
Evolution
Industry
industry clusters
Missouri
Music
Musical performances
New order
Organization theory
Organizational behavior
Organizational change
Population ecology
Positive feedback
Regression analysis
self-organization
Studies
Theater
Tourism
transformation
U.S.A
United States > US
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Summary:We draw on complexity theory to explain the emergence of a new organizational collective, and we provide a much-needed empirical test of the theory at the collective level of analysis. Taking a case study approach, we use four dynamics of emergence posited by complexity theory's dissipative structures model—fluctuation, positive feedback, stabilization, and recombination—to explain how a collective of live musical performance theaters in Branson, Missouri, came into being and periodically transformed itself over a 100-year period. Our findings suggest a strong match between the theoretical perspective employed and the empirical processes uncovered, empirically validating the model at the collective level. The study demonstrates the value of conceptualizing evolution in terms of emergence, highlighting distinctions between the nascent complexity approach to evolution and the neo-Darwinian evolutionary approach that has dominated the theoretical conversation in organization science for the past generation. Our findings complement the insights of the dominant theoretical perspectives in organization theory, providing a more comprehensive understanding of organizational evolution by directly addressing the heretofore intractable phenomenon of emergence.
Bibliography:ObjectType-Article-2
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ISSN:1047-7039
1526-5455
DOI:10.1287/orsc.1040.0095