The thesis is an attempt to apply complex systems thinking to the problem of meaning. It is in two parts. Part 1, Chapter 1 introduces the research agenda and overviews the thesis. Chapter 2 establishes the value of adopting a systems approach to the problem of meaning. The next chapter introduces key concepts of complex systems theory as they apply to sociocultural phenomena, and the last chapter in Part 1 reviews three theories of complex meaning systems (Donald Campbell, Jay Lemke, and Paul Cilliers) from which a preliminary model and agenda for theorising complex meaning systems is proposed. Part 2 of the thesis investigates the phenomena of management fads, applying the models of complex meaning systems formulated in Part 1. No primary empirical work is attempted; rather an analytical engagement is conducted using secondary literature on what we know about such fads. The literature, both primary and secondary, is reviewed and critiqued. The final chapters exemplify the problem of meaning using the theory building and agenda setting from Part 1. The concluding chapter reflects on the adequacy of a complex systems approach to meaning, critiques the process of the thesis and comments upon its contribution.

The thesis examines two interrelated topics; the perception of management theory in general, and the efficacy of the learning organisation in particular. The purpose of this thesis, therefore, is to compare the rhetoric espoused in the learning organisation literature with a survey of senior managers in large, commercial organisations. The results revealed a positive disposition towards business and management theory in general. The survey also demonstrated that leadership is considered the most important variable in the success of a company. This is facilitated through the attraction and retention of the appropriate staff and creating sufficient space for them to operate. Learning is embedded by anticipating the future, learning from the past and enabling good communication. However, the latter is balanced through change management. This is derived through legitimate authority and a reliance on planning. Finally, a strategy of experimentation is balanced by challenging industry rules. Themes involving politics, corporate alignment and corporate longevity were found to have relatively little convergent validity. The third section of the questionnaire reveals a positive disposition towards the learning organisation. The contribution of this thesis is in three areas. First, it is the only work to evaluate the anti-guru school. Second is the development of a syncretic model of learning organisation concept using structural equation modelling. Finally, it explains and examines the largely misunderstood concept of management fashions.

The thesis examines two interrelated topics; the perception of management theory in general, and the efficacy of the learning organisation in particular. The purpose of this thesis, therefore, is to compare the rhetoric espoused in the learning organisation literature with a survey of senior managers in large, commercial organisations. The results revealed a positive disposition towards business and management theory in general. The survey also demonstrated that leadership is considered the most important variable in the success of a company. This is facilitated through the attraction and retention of the appropriate staff and creating sufficient space for them to operate. Learning is embedded by anticipating the future, learning from the past and enabling good communication. However, the latter is balanced through change management. This is derived through legitimate authority and a reliance on planning. Finally, a strategy of experimentation is balanced by challenging industry rules. Themes involving politics, corporate alignment and corporate longevity were found to have relatively little convergent validity. The third section of the questionnaire reveals a positive disposition towards the learning organisation. The contribution of this thesis is in three areas. First, it is the only work to evaluate the anti-guru school. Second is the development of a syncretic model of learning organisation concept using structural equation modelling. Finally, it explains and examines the largely misunderstood concept of management fashions.