The applicability of the Viable Systems Model as a diagnostic for small to medium sized enterprises

Purpose – This paper presents research into the use of the Viable Systems Model (VSM) in small to medium sized enterprises (SMEs). Research on the VSM has been focussed on large organisations. The purpose of this paper is to explore the usefulness of the VSM in diagnosing issues of viability in SMEs.Design/methodology/approach – Case study research was undertaken in which semi structured diagnostic interviews took place with SMEs using the VSM as a diagnostic tool. The aim was to investigate whether the VSM would assist in diagnosing problems with viability and whether it could then prescribe and facilitate improvements in operations. Qualitative case study evidence is presented that shows the results of these interventions.Findings – The paper reports some examples of operational problems that were exposed through the intervention process and shows some general conclusions to support the use of VSM for analysing operations and supporting small business viability. A number of “threats to viability” themes...

[1]  Markus Schwaninger,et al.  Embodiments of organizational fitness: The Viable System Model (VSM) as a guide , 1990 .

[2]  David Upton,et al.  What Really Makes Factories Flexible , 1995 .

[3]  Mik Wisniewski,et al.  Beyond Dispute: The Invention of Team Syntegrity , 1994 .

[4]  M. Jackson AN APPRECIATION OF STAFFORD BEER'S ‘VIABLE SYSTEM’ VIEWPOINT ON MANAGERIAL PRACTICE , 1988 .

[5]  D. Whetten,et al.  Organizational Effectiveness: A Comparison of Multiple Models , 1984 .

[6]  C. Churchman Operations Research as a Profession , 1970 .

[7]  Rajeev Sawhney,et al.  Interplay between uncertainty and flexibility across the value-chain: Towards a transformation model of manufacturing flexibility , 2006 .

[8]  Sylwia Męcfal Recenzja książki. Robert K. yin, Case Study Research. Design and Methods (fourth Edition), thousand Oaks, CA: Sage Publications, 2009 , 2012 .

[9]  J. Mingers,et al.  The use of the concept autopoiesis in the theory of viable systems , 2005 .

[10]  Danny Miller,et al.  Archetypes of Organizational Transition. , 1980 .

[11]  Stafford Beer,et al.  Cybernetics and Management. , 1960 .

[12]  Henry Mintzberg,et al.  The Structuring of Organizations , 1979 .

[13]  Peter Ball,et al.  The viable business structure for managing agility , 1999 .

[14]  L. Lockshin,et al.  Marketing's role in generating organizational competitiveness , 1994 .

[15]  R. Westbrook Action research: a new paradigm for research in production andoperations management , 1995 .

[16]  W. Ashby,et al.  An Introduction to Cybernetics , 1957 .

[17]  Jean Hartley,et al.  Case study research , 2004 .

[18]  Patrick Rivett,et al.  The case for cybernetics , 1977 .

[19]  L. Smircich Concepts of Culture and Organizational Analysis. , 1983 .

[20]  Stafford Beer,et al.  Platform for Change , 1995 .

[21]  Andrew Pettigrew,et al.  The Innovating organization , 1965 .

[22]  M. Snowdon The Heart of Enterprise , 1979 .

[23]  Stafford Beer On suicidal rabbits: A relativity of systems , 1990 .

[24]  Donald A. Schön,et al.  Organizational Learning: A Theory Of Action Perspective , 1978 .

[25]  Werner Ulrich,et al.  Reflective Practice in the Civil Society: The contribution of critically systemic thinking , 2000 .

[26]  John Brocklesby,et al.  Designing a Viable Organization Structure , 1996 .

[27]  G Midgley,et al.  The theory and practice of boundary critique: developing housing services for older people , 1998, J. Oper. Res. Soc..

[28]  H. Maturana,et al.  Autopoiesis and Cognition : The Realization of the Living (Boston Studies in the Philosophy of Scie , 1980 .

[29]  Peter Checkland,et al.  Diagnosing the system for organizations: S. BEER Wiley, Chichester, 1985, 152 + xiii pages, £7.50 , 1986 .

[30]  K. Weick The social psychology of organizing , 1969 .

[31]  J. R. Beaumont Diagnosing the System for Organizations , 1985 .

[32]  Umit Bititci,et al.  Integrated performance measurement systems: a development guide , 1997 .

[33]  S. Beer The Brain of the Firm , 1972 .

[34]  Maurice Yolles,et al.  Paradigmatic Metamorphosis and Organisational Development , 2003 .

[35]  John W. Sutherland,et al.  System theoretic limits on the cybernetic paradigm , 1975 .

[36]  P. Checkland The heart of enterprise Stafford Beer , 1980 .

[37]  Michael Jackson,et al.  Systems Thinking: Creative Holism for Managers , 2003 .

[38]  Raul Espejo CYBERNETIC PRAXIS IN GOVERNMENT: THE MANAGEMENT OF INDUSTRY IN CHILE 1970-1973 , 1980 .

[39]  C. Prahalad,et al.  The Core Competence of the Corporation , 1990 .

[40]  R. E. Miles,et al.  Fit, Failure and the Hall of Fame , 1984 .

[41]  David A. Nadler,et al.  Organizational assessment : perspectives on the measurement of organizational behavior and the quality of work life , 1980 .

[42]  J. Beckford Passing on a family business, or a family business passing on? An application of the Viable System Model , 1992 .

[43]  Stafford Beer,et al.  The Viable System Model : its provenance , development , methodology and pathology * Stafford Beer = President of the World Organization for Systems and Cybernetics , 2000 .

[44]  S. Bookheimer,et al.  Form and Content Dissociating Syntax and Semantics in Sentence Comprehension , 1999, Neuron.

[45]  W. Richard Scott Organizations: Rational, Natural, and Open Systems , 1981 .

[46]  Thomas Y. Choi,et al.  The Supply Base and Its Complexity: Implications For Transaction Costs, Risks, Responsiveness, and Innovation , 2006 .