Clergyman's

Knowledge management often generates theories that are too general or abstract to be easily testable. In some cases, simulation modeling can help. an agent-based simulation model derived from a conceptual framework, the Information Space or I-Space and use it to explore the differences between a neoclassical and a Schumpeterian information environment.
- Max Boisot

Knowledge management often generates theories that are too general or abstract to be easily testable. In some cases, simulation modeling can help. an agent-based simulation model derived from a conceptual framework, the Information Space or I-Space and use it to explore the differences between a neoclassical and a Schumpeterian information environment.
- Max Boisot

Although in practice innovative coding is hard to disentangle from innovative theorizing, the latter, over time, has a far greater impact than the former on how we perceive and interpret the world.
- Max Boisot

Knowledge is a property of agents predisposing them to act in particular circumstances.
- Max Boisot

Knowledge is a property of agents predisposing them to act in particular circumstances.
- Max Boisot

Data itself can be thought of as an energetic phenomenon that links us in our capacity as knowing subjects to an external physical world.
- Max Boisot

Strategic intent describes a process of coping with turbulence through a direct, intuitive understanding of what is occurring in order to guide the work of a school. A turbulent environment cannot be tamed by rational analysis alone so that conventional strategic planning is deemed to be of little use. Yet it does not follow that a school's adaptive response must be left to a random distribution of lone individuals acting opportunistically and often in isolation as in a regime of intrapreneurship. Strategic intent relies on an intuitively formed pattern or gestalt — some would call it a vision — to give it unity and coherence
- Max Boisot

At the level of firms, therefore, only those whose cultural repertoire gives them transactional capacity throughout the I-Space can summon and adequate learning response to any emerging gaps between technology and culture. Those operating from too narrow a cultural base in the space, however, must of necessity lose control of the SLC unless they can complement their limited cultural repertoire through carefully selected interfirm and intercultural collaborations – i.e. through an externalization of transactions that link them with agents located elsewhere in the space. However, they will then confront the same problems of integration that more culturally diverse firms encounter inside their organization when trying to coordinate the activities of different functions or businesses. There is no cheap grace.
- Max Boisot

Only firms that can handle a full SLC, together with the multiple cultures required to drive it, will be able to cope with the many and conflicting demands of a complex regime.
- Max Boisot

We shall also concern ourselves with the institutional order built up from transactions, but our focus will be less narrowly economic than the one adopted by Williamson. Like him, we shall argue that institutional structures aim partly at achieving transactional efficiencies and that where such efficiencies are effectively achieved they act somewhat like a magnetic field – a mathematician would call them ‘attractors’ – drawing the uncommitted transaction into a given institutional orbit. Yet in contrast to Williamson’s, our concept of transactions is underpinned by an explicit rather than an implicit theory of information production and exchange which yields a different way of classifying them as well as a distinctive approach to their governance. We find ourselves in consequence in the realm of political economy rather than of economics tout court.
- Max Boisot