Sundarasaradula, Doy; Hasan, Helen; Walker, David S.; and Tobias, Andrew M., 2005, Self-organization, evolutionary and revolutionary change in organizations, Strategic Change, 14(7), 367-380.
This paper proposes the application of the self-organizing systems model as a basis for modelling evolutionary and revolutionary changes in formal organizations as suggested by the theory of punctuated equilibrium. The mechanisms and processes involved in generating the various phenomena of change in real formal organizations are highly complex, but the self-organizing systems model can be expected to provide a reasonably close approximation to reality. The advantage of doing this, rather than merely using metaphors, is the ability to generate explanations that are clearer and predictions that are more precise. Historical perspectives and empirical evidence are cited throughout.