Quantum-Native Organisational Design: Managing Non-Linearity and Superposition in Strategy: An Empirical Investigation of South African Enterprises
DOI:
https://doi.org/10.14414/jbb.v15i02.5643Keywords:
Quantum-Native Design, Strategic Superposition, Quantum-NativOrganisational Agility, QuQuan-tum Management, South African EnterprisesAbstract
This research examines how Quantum-Native structures outperform standard linear ones. Using information from 384 companies in South Africa and a statistical method called AMOS Structural Equation Modelling, this study looked at whether Quantum-Native organisations (with ‘strategic superposition’ holding multiple strategies at once, flexible departments, and intentionally following strategies that seem to oppose each other) do better than traditional, straightforward ones. And the results are very clear. Businesses using quantum-native principles are much more adaptable (β = 0.67, p < 0.001), are more successful at innovating (β = 0.58, p < 0.001), and have a bigger edge over the competition (β = 0.72, p < 0.001) compared to those with the older, Newtonian approach. Strategic superposition, structures in which decision-making is distributed, and teams work independently, and a way of managing people to suit quantum principles are the main reasons for success in this new way of doing things. This calls into question many management ideas that rely on a simple, one-thing-leads-to-another understanding of how things happen, and it is the first time it has proven what a quantum approach to management looks like.
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