Complexity theory in organizational human resource management, based on complex thinking

Abstract

Edgar Morin's Complexity Theory, based on systems thinking and chaos theory, proposes a transformative approach to organizational management by understanding phenomena as interconnected and dynamic systems. The objective of this research was to develop the principles of Complexity Theory, based on complex thinking, in the management of human resources in organizations. This qualitative and conceptual-theoretical study analyzes its application in human resource management through a review of the most relevant authors in the field, with 29 references selected through purposive sampling based on criteria of currency, relevance, and quality, using bibliographic review and content analysis as the main techniques. The results demonstrate that this theory improves human capital management by prioritizing interactions, adaptability, and emergence, overcoming the limitations of bounded rationality and fostering transdisciplinary decision-making in uncertain environments. It was also identified that double-loop organizational learning, resilience, and emergent innovation are what enable sustainability, requiring flexible cultures and adaptive leadership. It is concluded that complexity redefines organizations as living systems, where the integration of people, processes, and contexts through complex thinking improves human management and facilitates evolution in changing contexts.