ABSTRACT
Some years ago a large number of writers and scholars argued that there was very little firm evidence that concepts from complexity science could be usefully applied in organizations other than metaphorically. Furthermore, one study claimed that there was no properly validated evidence to support the notion that complexity ideas when used in organizations were as effective as claimed. It is difficult gathering evidence from large, complex organizations, but there was plenty of evidence from studies of small firms to dispute these assertions, and it was pointed out by Ted Fuller and Paul Moran (2000) that small businesses have many of the characteristics of complex adaptive systems.
