THE COMPLEXITY OF AN INNOVATIVE ORGANIZATION: THE CASE OF THE COMPANY INNOVAKIT SAS BIC.

Abstract

This article analyzes the organization Innovakit SAS BIC from a complexity perspective, aiming to understand how innovation capabilities emerge in contemporary organizational contexts. The research is grounded in complex adaptive systems (CAS) and the Complex Organizational Dimensions (COD) model, developed during the author's doctoral studies, as theoretical frameworks that move beyond traditional mechanistic approaches. The importance of this study lies in offering a more comprehensive interpretation of organizations, understood as dynamic, relational, and evolutionary systems.

The hypothesis is that innovation is not the result of linear processes, but rather an emergent property derived from the interaction of multiple organizational interactions. Methodologically, a qualitative, analytical-interpretive approach is adopted, based on the case study of Innovakit SAS BIC, using documentary analysis and the researcher's direct experience within the organization.

The results show that innovation arises from the interaction between factors such as self-organization, connectivity, co-evolution with the environment, and the configuration of internal and external networks. Furthermore, it is demonstrated that organizational development models (ODMs) allow us to interpret how these dynamics are articulated at specific levels, generating adaptive capabilities.

It is concluded that innovative organizations should be understood as complex systems in constant transformation, where management focuses not on control, but on creating conditions that foster emergence, learning, and continuous adaptation.