This paper aims to demonstrate that some of the newer trends in systems thinking can provide considerable assistance with problems that frequently arise in information systems development. It takes as its starting point a recent study which reveals widespread discontent with the outcomes from information technology (IT) investments in the U.K. That study goes on to consider the main reasons why IT systems fail and it is from an analysis of these reasons that we can discover a role for systems thinking. IT systems appear to fail because they are introduced with too narrow a focus on technological capabilities and efficiency goals, and give inadequate attention to the people who have to use them and to how they relate to broader organizational issues. It is to the credit of systems thinking that it now pays considerable attention to people, their beliefs, values and interests, and to the links between technology and organizational structure and strategy. Systems thinking, therefore, has much to offer those responsible for information systems development. A final section sets out exactly how systems thinking can assist information systems development in the future.

This paper reports that there is a considerable cultural gap between organizations in Silicon valley where information networks are fully utilized and those in Japan where information systems have been no more than buzzwords. Institutional skills to control and communicate among diversified/autonomous elements have founded systems, information systems and information while those are not likely to be accepted in the homogeneous environment of Japan.

In this paper we show the importance of some roles of Soft Systems Approach, especially Soft Systems Methodology, on Group Decision Support: (1) to let decision makers know the possibility of misunderstanding of information about themselves, (2) to get correct information about decision makers' experiences, contributions, and status in the organization, and (3) to let decision makers refer to the information about other decision makers. Moreover, we propose a way to measure the difference of decision makers' opinions, and a method to measure the divergence of opinions in a group as a whole. By using the way and the method, we provide a way to express numerically the effect of Soft Systems Methodology applied to support group decision making. This way can be used to confirm experimentally the validity of the roles, that are described above, of Soft Systems Methodology on Group Decision Support.

The importance of promoting business start-ups has widely recognized recently. Comparing with popular institutional assistance such as funding, intellectual support is more required. In this study, the authors focus entrepreneurial networking for this purpose and distinguished inter-personal and inter-firm network clearly. Both two networks dynamically exist between tight and loose coupling. According to this framework, different rules are found among inter-firm and inter-personal network. What is more, the Internet is utilized for network management towards tight and loose. Lastly, balancing inter-firm versus inter-personal, and tight versus loose is important for network management.

Using an object oriented technologies to modeling some business organizations, I find out some dynamic aspect of interacting agents group or agency. Business processes are changing for every case for every customer. Although behavior of individuals or group are not changing.

It is not enough to express an organization as a gathering of agents, to find out dynamic asapect of a business organization. We have to classify elements to 3 layer namely objects, agents, actors(or clients).

The methodology of BPR ( Business Process Reengineering ) insist on changing process but not fixing it. In this approach I think we can seize more clearly the characteristics of a business oreganizations, that relate to "complexity".