Structures and dynamics of autopoietic organizations

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O body swayed to music, O brightening glance, How can we know the dancer from the dance? —William Butler Yeats, Among School Children, 1927 Yeats’ closing question presents a paradox: while we can observe the specific movements of a dancer to identify a particular dance, we cannot separate the dance from the dancer's actions. Any other dancer could perform the same dance, allowing us to distinguish the dance itself from individual performances. Gill (1975) notes that this reflects our awareness of two ontologically distinct entities within one perceptual experience. The aim of this contemplation is not to resolve the paradox of knowing the dancer from the dance, but rather to explore its implications. The primary focus here is on organizational knowledge and the related concepts of organizational learning and memory. This exploration is significant, as many scholars argue that organizational knowledge serves as a crucial source of competitive advantage (e.g., Grant, 1996; Kogut & Zander, 1992; Nahapiet & Ghoshal, 1998; Nonaka, 1991, 1994; Prahalad & Hamel, 1990). Understanding these concepts can provide valuable insights into how organizations can leverage knowledge for sustained success.