Niklas Luhmann and organization studies

by Becker, Kai Helge Luhmann, Niklas Seidl, David

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Full title :Niklas Luhmann and organization studies / edited by David Seidl and Kai Helge Becker.

Summary

Intro -- Niklas Luhmann and Organization Studies -- Copyright -- Table of Contents -- Acknowledgements -- Introduction: Luhmann's Organization Theory -- Some important aspects of Luhmann's theory -- The reception of Luhmann's work on an international level -- The structure of Luhmann's oeuvre -- The contents of this book -- PART I: The Theory of Autopoietic Social Systems -- Chapter 1: The Basic Concepts of Luhmann's Theory of Social Systems -- The concept of autopoiesis -- a. The original biological concept of autopoiesis -- b. Luhmann's general, transdisciplinary concept of autopoiesis -- Social systems -- a. Communications as the elements of social systems -- b. Interpenetration: the relation between social and psychic systems -- c. Communication and action -- Society and interaction -- a. Society -- b. Interaction -- Organization -- a. Decisions as the elements of organizations -- b. Uncertainty absorption -- c. Decision premises -- d. The double closure of the organization -- e. The paradox of decision at the heart of Luhmann's organization theory -- Luhmann's theory of social systems as a theory of distinction -- a. Observation as basic concept -- b. Autopoietic systems as distinction processing systems -- Conclusion -- Chapter 2:The Concept of Autopoiesis -- Acknowledgements -- Chapter 3:The Autopoiesis of Social Systems -- Meaning and life as different modes of autopoietic organization -- Communications as the basic elements of social systems -- Societies and interactions as different types of social systems -- The relation between action and communication -- Maintenance of social systems by self-referential production of elements -- The contribution of the general theory of autopoietic systems -- The epistemological consequences of autopoietic closure -- Acknowledgements -- PART II: Organization, Decision and Paradox.