Model‐based management (MBM): a vital prerequisite for organizational viability

Abstract

Purpose The purpose of this paper is to introduce and conceptualize the topic of Model‐based management (MBM) in organizations. Design/methodology/approach The relevance of different types of models for management is elaborated, and a research agenda for this new topic is proposed. Findings An analysis of the concept, role and function of models in the context of management and organization, as well as an outline for a new understanding of both the concept and role of models for management, grounded in system science is found. Practical implications Ultimately, MBM can enhance the intelligence, adaptiveness and viability of organizations of any kind: private, public, non‐profit, large or small. Originality/value Taking models as the pivot of a research project on general management is unconventional. The gain promised by such an innovative scope derives from its high potential: both theory and practice can benefit from the envisaged research. Theoretically speaking, advances in management and organization science can be achieved, while on the practical side, the insights gained will caution managers and leaders against succumbing to the traps of complexity, while radically improving their managerial effectiveness.

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