ABSTRACT
Realized organizational strategies and actions, be they a new product development, a major corporate restructuring or entering a new market do not solely depend on the organization’s deliberate options and explicit or even implicit intentions. Complexity and chaos theory have shown that, in addition to the unpredictability of the environment (Emery and Trist 1965), organizational actions can have unintended-nd unexpected-consequences (Stacey 1996).
