Emerging order in CAS theory: mapping some perspectives

Purpose The aim is to investigate the state of complex adaptive system (CAS) theory in the organizational theory literature and to provide a map for future studies of CAS theory. Design/methodology/approach Abstracts were searched via electronic database and a range of recently published (1996‐2004) books and articles were identified that contained a relatively concise description of CAS. Content analysis is used to deconstruct the CAS descriptions into “component concepts.” Those concepts are analyzed from multiple viewpoints. Findings There is no single, shared, sense of CAS theory. Differing understandings of CAS theory are identified based on “expert version” and “most popularly identified concepts.” Also, differences and similarities are identified between an “academic” version of CAS and a version developed by those who are influenced by both academic learning and practical experience. Research limitations/implications Study is limited to concise definitions of CAS, so could be improved by including more lengthy conversations. Additionally, study is limited to organizational theory, so may be less applicable in other disciplines. Practical implications When working within a CAS framework, academics should specify their CAS perspective to improve clarity of their work. When using a CAS framework to study organizations, researchers should include a comprehensive suite of concepts. Though not described in depth, no effective application of CAS for organizational change were found. Originality/value For those who study CAS theory and theory of theory, this paper provides an important benchmark by identifying a bifurcation in the evolution of CAS theory.