000			02905nam a2200349uu 4500
001			5869
003			OSt
005			20230526062532.0
008			010222s1999 xx ||||g| |0|| 0 eng d
090			_a2.01 _bA969h
100	1		_aAXELROD, Robert _9643
245	1	0	_aHarnessing complexity : _borganizational implications of a scientific frontier
260			_aNew York : _bFree Press, _c1999
300			_a184 p.
505	8	0	_tIntroduction _tIntroduction to the framework _tThe difficulty of prediction _tComplexity research _tThe design of organizations and strategies _tThe information revolution _tComplexity and information _tAdaptation and information _tComplexity as a way of thinking _tVariation _tThe role of variation _tAltering the frequency of types _tCopying with error _tEndogenous copying mechanisms _tRecombining mechanisms _tExploration versus exploitation _tExample: military personnel sustems _tWhether to encourage variety _tExample: linux software development _tExtinction - the vanishing of types _tInteraction _tThe importance of interaction _tExample: social capital _tHow interaction works _tProximity and activation _tSpaces: physical and conceptual _tExample: combating the AIDS virus,part 1 _tExternal methods of changing interaction patterns _tBarriers to movement in time and physical space _tBarriers to movement in conceptual spaces _tSemi-permeable _tExample: combating the AIDS virus,part 2 _tActivation in sequence or in parallel _tInternal methods of changing interaction patterns _tFollowing another agent _tFollowing a signal _tExample: tags in the prisoner's dilemma _tForming boundaries _tSeparating time scales _tRedistributing stress _tExample: modes of failure in information systems _tOrganizing routines _tRestructuring of physical and conceptual spaces _tSelection _tDefining criteria of success _tExample: prizes competitions _tDetermining the level of selection _tSelection of agents _tSelection of strategies _tAttributing credit for success and failure _tExample: military simulation _tCreating new agents or strategies _tThe key role of copying _tDetailed differences among generic copying processes _tExercising visible leadership _tConclusion _tThe central elements of the framework _tHow the elements form a coherent framework _tWhat a user of the framework _tWhat a user of the framework asks _tWhat a user of the framework can do _tWhat may come of this approach
590			_a(Notas)Sistemas Complexos
590			_aSistemas Complexos Ajustaveis
590			_aComplexidade
590			_aControle da Complexidade
590			_aNovas Tecnologias
650		4	_914298 _aOrganizações
650		4	_aInformática _911931
650		4	_aCiencia e Tecnologia _911930
650		4	_aPesquisa _912011
650		4	_aTecnologia _912882
650		4	_912713 _a Técnicas Administrativas
650		4	_aInovacoes _915598
700	1		_aCOHEN, Michael D _915599
942			_cG
998			_a20010222 _bKaren _cKaren
998			_a20140703 _b0853^b _ckarina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c6037 _d6037
041			_aeng