Innovative Organizational Culture as an Anti-Entropy Mechanism of Organization: From an Elite Management Model to a Distributed Cognitive Architecture

This article presents a systems-based study of the transformation of management models in the context of the exponential growth in complexity of the global information environment, which is causing a crisis in traditional hierarchical structures. The purpose of the article is to develop a theoretical and methodological approach to the interpretation of innovative organizational culture as an anti-entropic mechanism for ensuring the controllability of complex systems and to theoretically justify the transition to a distributed cognitive management architecture. The study is based on a synthesis of cybernetic and systems approaches. The paper applies Shannon's concept of information entropy and W.R. Ashby's law of requisite variety to analyze the cognitive limitations of centralized hierarchical structures.It has been established that the crisis of modern organizations is largely associated with the limited processing capacity of centralized cognitive control loops under conditions of increasing external and internal complexity. It has been shown that maintaining controllability requires expanding the system’s regulatory variety, including through the development of transitional forms of coordination based on a combination of formal regulation and distributed participation. A conceptual model has been developed for the evolution of a management system from a closed elite structure through an institutionally ordered transitional form to a distributed cognitive architecture, in which innovative organizational culture serves as an anti-entropic mechanism for aligning intellectual resources. The role of artificial intelligence as an additional cognitive module that enhances the organization’s coordination and adaptation capabilities has been substantiated. For the first time, innovative organizational culture is considered not as a psychological motivational resource, but as a structural mechanism for counteracting entropy. The study formulates a concept for the transition from an elite management model to a distributed cognitive architecture, which increases the organization's resilience to extreme information overload.