Free Trial

Safari Books Online is a digital library providing on-demand subscription access to thousands of learning resources.


Share this Page URL
Help

Encyclopedia of Networked and Virtual Or... > Galois Lattice Quantum Model for NVO... - Pg. 629

629 Galois Lattice Quantum Model for NVOs W.F. Lawless Paine College, USA Laurent Chaudron ONERA-CERT, France C.P. Abubucker Paine College, USA G IntroductIon A major reason for the failure of rational models (cogni- tive science, game theory) of organizations is the use of static concepts of interdependence to predict dynamic behavior. In contrast, a quantum model of organiza- tions transforms the traditional model into a model of dynamic interdependence of uncertainty. In this study, we explore Galois lattices as a potential quantum model of networked and virtual organizations (NVOs) based on field and laboratory data. Background A related article in this encyclopedia ("A Quantum Real-Time Metric for Networked and Virtual Organiza- tions" by Lawless, Howard, and Riegel) reviews details of the reasons to shift from traditional social models of organizations to newer ones based on the quantum model. In brief, traditional models of organizations (Pfeffer & Fong, 2005; Putnik, Cunha, Sousa, & Avila, 2005) predict poorly and do not provide satisfactory metrics of change, whereas the quantum model in the field and laboratory has shown significant promise (Lawless, Bergman, & Feltovich, 2006a; Lawless, Bergman, Louçã, Kriegel, Nicole, & Feltovich 2006b). The quantum model works because it easily models the dynamic interdependence found in the social interaction. In this article, we explore whether the quantum model might be better served with Galois Lattices (Chaudron, Maille, & Boyer, 2003). Change is characteristic of organizations. Global economic shocks such as the rapid introduction of new technology into a mix of interdependent societ- ies competing under various degrees of stability can produce uncertainties in organizational trade-offs and risks that affect the ability of organizations to respond and adapt. In our interpretation of May (1973/2001), as environmental volatility increases (e.g., the average volatility or VIX index on stock markets was over 30 during the recession of 2002; see www.cboe.com/mi- cro/vix), environmental threats decrease competition and social evolution even as dynamic stability between organizations increases, for example, the instability among weaker U.S. commercial airlines immediately after 9/11. However, as environmental volatility reduces (e.g., the historic lows in the VIX index in 2005 with its average near 12), social evolution driven by com- petition increases as the dynamic instability between organizations increases, forcing them to struggle to survive (e.g., the performance in small capitalization stocks in the U.S. stock market over large caps during 2004-2005). Modeling these interdependent dynamic changes is a challenge. From a traditional perspective, change creates dis- ruptive uncertainties; however, from our perspective, mergers in a market under threat reflect organizational needs to increase efficiency (Andrade, Mitchell, & Stafford, 2001); for example, the increased telephone market share by wireless communications led to a decrease in traditional telephone landlines in the U.S., causing mergers among telecommunication firms like SBC and AT&T in 2005. Alternatively, there are limits to static knowledge as Campbell (1996) warned for analyses based on convergence processes in the study of humans, or as Macy (2004) warned for analyses derived for agent- based models (ABMs). But if these limitations are trade-offs that can be predicted, the ability to anticipate the complex consequences of change may lead to a bet- ter control of organizational dynamics. We know that some organizations are better at managing change--for example, Southwest vs. Delta Airlines in 2005--but Copyright © 2008, IGI Global, distributing in print or electronic forms without written permission of IGI Global is prohibited.