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A systems-oriented view understands the dynamic interplay of environment, organization, and management as a complex developmental setting. This approach has three implications: First, all activities are embedded in manifold contexts. Second, actions can never be viewed in isolation; instead, they always become effective through interdependent interaction with other actions. Third, this interaction of actions is subject to continuous interaction dynamics, which are never fully anticipatable.

Hence, the efficacy of management does not result from heroic individual actions and decisions, but instead from interdependent interactions. These occur in a historically and situatively embedded and continuously evolving reality. Seen thus, management is a practice – a form of manifoldly interrelated practical actions (e.g., jurisdiction or an orchestra).

The SGMM understands management as a reflective design practice. On the one hand, this approach is based on carefully empirically examining management practice in today’s organizations. On the other, it benefits from the latest developments in management research (Cunliffe, 2014; Korica et al., 2017), which essentially regards organizations as repertoires of interdependent practices (→ TRA 3.1). [37]