Open Access

Robert von Offenberg Sweeney

• Purpose: In this thesis the viable system model (VSM) is used as a framework to develop a model for the management of a business alliance that contains the necessary and sufficient conditions for maintaining synergy of its constituent organisations and for adapting to a changing environment so that it can remain a long-term viable alliance. In addition, a model is developed that makes explicit the inherent link between the VSM and the core elements of knowledge management theory. Based then on the alliance management model and the link established between the VSM and knowledge management, an application framework is developed to guide practitioners in defining necessary alliance management functions and relationships, the knowledge required by that management to fulfill those functions, and the processes that need to be in place to manage that knowledge. Design/strategy: The research has been divided into four phases: theoretical construction, refinement with practitioners, real-world application, and evaluation of test case and toolset. The researcher has worked closely with practitioners actively involved in the formation of a new international alliance to develop a VSM model and application framework for the alliance management. Formally, the research strategy has been defined as an action research and the research philosophy as one of pragmatism. Findings/limitations: The developed application framework, has been successfully used to identify absent and incomplete roles, actions, and interactions within the management of the specific alliance test case. This has helped to demonstrate how the application framework and VSM model can be used to diagnose and, most importantly, to articulate and visualise management deficiencies to facilitate clear and unambiguous discussions. The timing of this cross-sectional research did not allow the application framework to be utilised from the outset of the alliance formation as an organisational planning tool and also not to its full extent to support the development of knowledge processes for the alliance management. However, the step-by-step approach used in developing the toolset and then explaining its application will allow the reader to judge its credability and generalisability for other practical applications. Practical implications: The developed toolset consists of a VSM for an alliance management, job descriptions for that management (responsibilities, interfaces, and core competencies), a visual model illustrating the link between the VSM and knowledge management, and an application framework to guide the filling of the alliance management job descriptions in phases of recruitment, onboarding, and development (of interfaces and activities processes). Overall, one could say that the conditions prescribed by the VSM are rather obvious and yet, as seen by the specific alliance test case, many of these conditions have been completely overlooked by a management that was more than capable, willing, and empowered to enact those conditions. This gives a good indication that the toolset which has been compiled in a visual and tabular systematic fashion may well be useful to practitioners for the organisational planning of an alliance management. The visual representation of a management role in the VSM as a set of knowledge episodes put forward by this research is significant. It forces the express recognition that knowledge management is an integral part of every interaction that takes place and every action performed that, according to the VSM, are necessary and altogether are sufficient for viability. It means that knowledge management cannot be considered as some abstract topic or unnecessary overhead or afterthought – it is entirely necessary, practical and forms a natural course of events during design of action/interaction processes. In other words, if an organisation is viable then, by definition, it does knowledge management whether or not it is formally recognised as such. The VSM, by defining necessary and sufficient actions and interactions for its roles, therefore provides a focus for relevant knowledge and serves as a tool for structured knowledge management. Originality/value: This research addresses a general academic call for hands-on insights of VSM applications by sharing real-world insights, artifacts and reflections generated by a practical and relevant organisational management application. It also addresses the potential, recognised by academics, for VSM as a framework for knowledge management by developing an intuitive model linking those theories and then using that model as part of a framework to guide its application. The introduction to aspects of knowledge management theory relevant to the model developed as well as the meticulousness and comprehensive explanation of the VSM provides a solid theoretical foundation for practitioners. The developed toolset is based on existing theories from multiple fields of research that have been logically linked and extended in an original and novel manner with a strong focus on practical application. This researcher’s hope is that this will stimulate interest for future research and practical application from academics and practitioners alike.