Governance for intelligent organizations: a cybernetic contribution

Purpose This paper aims to revisit the viable system model (VSM) discussing it from both the theoretical and the empirical standpoints, and ascertaining its relevance for organizational governance. Design/methodology/approach A combination of theoretical and empirical components is used: introduction to theory and critique on the one hand; case studies and a large sample empirical study on the other. Findings The VSM has proved to be a powerful means of governance for organizations in turbulent times. It conveys a durable, reliable knowledge. This has been corroborated in both case studies and a large-scale empirical study. Practical implications Application of the model under study can activate a huge potential for the improvement of organizations. Originality/value This contribution tests the VSM in an unseen fashion – qualitatively and quantitatively. The results suggest that a high confidence in the model is justified. It conveys to managers and leaders an unconventional, superior approach to both diagnosis and design of their organizations.