02056nas a2200157   4500008004100000245006600041210006500107260000900172300001200181490000600193520155000199653001501749100001701764700002301781856009401804       2000                        eng d00aOrganizations and complexity: Searching for the edge of chaos0 aOrganizations and complexity Searching for the edge of chaos  c2000  a319-3370 v63 aTraditional organizational theory advocates increased differentiation and horizontal integration for organizations in unstable environments or with uncertain technologies. This paper seeks to develop a better understanding of the relationship of group structure and the level of interdependency between individuals on group performance under various task complexities. Complexity theory in general, and NK models in particular, are introduced as theoretical frameworks that offer an explanation for group performance. Simulation models are developed, based on the communication network research of Bavelas (1948) and Leavitt (1952), to explore the effects of decentralization and interdependence. The simulation model developed here shows general consistency with previous human subject experiments. However, contrary to predictions, not all decentralized group structures perform well when undertaking complex task assignments. Structures that are highly connected (actors communicating with all others) perform much worse than those with a lower level of connection. Further experiments varying both the number of actors and the degree of interdependence between them find evidence of the “edge of chaos.” This research advances our understanding of organizations beyond earlier models by suggesting that there is an optimal range of interconnectedness between actors or tasks that explains the variation in performance. An intriguing result is that this optimal level of interdependence is fairly low, regardless of the size of the group.10aManagement1 aCarroll, Tim1 aBurton, Richard, M  u/biblio/organizations-and-complexity-searching-edge-chaos