@inproceedings{jazouli_inferential_2017,

title = {Inferential evidence for complexity migration from markets to firms during the lifecycle},

author = {A. Jazouli and T. M. Koplyay and B. Mitchell and H. Motaghi},

url = {https://www.scopus.com/inward/record.uri?eid=2-s2.0-85040076267&partnerID=40&md5=5e9882af9599bc298ec0bf2e6c2de568},

year  = {2017},

date = {2017-01-01},

booktitle = {2017 International Annual Conference of the American Society for Engineering Management, ASEM 2017},

publisher = {American Society for Engineering Management},

abstract = {Markets evolve very quickly and companies form, grow, and then oftentimes fail in quick succession. The complexity of interactions change throughout the market and the firm's evolution, as companies navigate within their markets, manage their internal staffing and product development, and handle external funding imperatives. The inability or unwillingness to address complexity at any of the various life cycle stages, a firm could be forced into rapid decline and ultimately fail. Complexity is a collection of interacting objects: Human, technological, financial, or management issues; and these factors change along the high tech lifecycle as well. Complexity cannot be completely managed, but it can be often reasonably contained; this paper will provide inferential evidence for complexity migration from markets to firms, and the authors will examine factors that influence the nature of complexity in markets at various stages in the firm and market life cycle and discuss the boundary layers and tipping points that change the complexity landscape. The concept appears to be paramount because the literature on complex markets indicates that decisions can only be made on the margin when the future is made uncertain by high level of uncertainty due to complexity. And the firm will have to readjust its behavior without guidance from strategic plans and corporate vision, in some circumstances without the benefit of a stabilizing feedback generated through corporate learning under these circumstances of extreme decision pressures. © 2017 American Society for Engineering Management.},

keywords = {Boundary layers, Commerce, Corporate vision, External funding, Life cycle, Life cycle stages, Management issues, Market structures, Strategic plan, Tipping point, Value chains},

pubstate = {published},

tppubtype = {inproceedings}

}