Emergency of radical change though complexity theory -evolutionary path of convenience store in Taiwan

• Main Authors: Chi-ing Chen, 陳姿尹
• Other Authors: Shiu-wan,Hung
• Format: Others
• Language: zh-TW
• Online Access: http://ndltd.ncl.edu.tw/handle/48873809841996710469

碩士 === 國立中央大學 === 企業管理研究所 === 96 === A decision to introduce convenience stores to markets in Taiwan led to a radical change to the retail business. The industry structure and consumer behaviors of the general public change correspondingly. This is as a result of convenience needed by consumers via systematic business model. However, in currently existing empirical studies, cyclic development from a miniscule change to a radical revolution cannot be explained. In addition, these empirical studies cannot fully explain observations made in our laboratory. In this research, we use the perspective of complexity science to observe the evolutionary process of convenience stores in Taiwan. In addition, we apply four major concept of complexity theory: initiating condition, the far-from- equilibrium, deviation amplification and fractals and scalability to illustrate the emergence of radical change. Through an adaptive complexity system, initiating conditions are continuously rebuilt. Systems which are not in an equilibrium state are accepting more new information and energy. While in an unstable condition, systems are in a repetitive cycle of merging and splitting with the tightly coupled agents, and are more likely to be amplified by one another through feedback loop. Consequently, the process returns to the initiating conditions and a new pattern is built In our study, we observe the evolutionary process of the development of convenient stores in Taiwan. Convenient stores in Taiwan are absorbing new information and technologies and are adapting to consumers’ continuous needs for convenience, competitions among industrial peers, and changes in the business environment. Consequently, convenient stores experience a radical change in an evolutionary cycle and, hence, brings a new form of enterprise and consumer behaviors. Our study offers four key findings. First, the radical change is unintended, emergent, and slow. Second, destabilizing conditions help manicure changes to emerge and become radical. Third, subsequent actions amplify an initial minuscule change and, though not intended to do so, promote radical changes. Finally, the dynamic interaction among amplifying actions, contextual conditions, and small changes input leads to radical changes. Though self-similar pattern, it develops continuous radical change.