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Organizational emergence theory: addressing invisible conflicts and emerging dynamics in entrepreneurship
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DOI：10.1007/s11846-025-00916-8.png)
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Abstract
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This study presents the Theory of Organisational Emergence (TOE), an interdisciplinary framework for understanding non-linear dynamics, emergent resilience, and invisible conflicts in entrepreneurial settings. TOE integrates Interacting Q’s and the PIE model (Politics, Ideology, Economy) to address gaps in established theories like Dynamic Capabilities and Effectuation. Through a qualitative analysis of the House of Mendes and Tesla Inc., TOE demonstrates how organisations adapt under systemic pressures. The framework also provides a practical diagnostic toolkit to detect tensions, simulate disruptions, and inform strategic action. By bridging theory and application, TOE offers a novel and actionable perspective for navigating uncertainty, fostering innovation, and enhancing resilience in complex environments. It equips organisations with tools to thrive amid systemic volatility and institutional complexity.
Keywords:
Entrepreneurial complexity
Invisible conflicts in organisations
Nonlinear organisational Dynamics
Organisational emergence
Strategic adaptability
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