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Why has responsible management been so difficult and why is the chorus of stakeholders demanding responsibility getting louder? We argue that management has been framed within the structural confines of corporate governance. Corporate governance in turn has been developed within the frame of agency theory (Blair, 1995; Eisenhardt, 1989). Agency theory in turn is based on ontological assumptions that do not provide for responsible actions on behalf of management (Jensen, 2001; Jensen & Meckling, 1976; Jensen & Meckling, 1994). As such, we argue that managers need to be aware of the paradigmatic frame of the dominant economistic ontology and learn to transcend it in order to become truly response-able.

The ecological movement has fallen short in ignoring the earth’s noospheric layer (dealt with in the second section) and the fact that the life‐destroying interactions stemming from this layer are abnormal (section 3), and that man is a fallen mammal, Homo peccator (discussed in section 4). The symbiosis of Homo sapiens, faber, peccator (see section 5) and the persistent misappropriation of economic surplus value (dealt with in section 6) creates dilemmas for the ecologist (discussed in section 7). The major noospheric pollutants are the marketing sector of capitalism (in section 8), miseducation (section 9) and the promotion of idolatry by the judicial system (see section 10). Ecological action, not evasion, on the economic, educational, communications, aesthetic and political fronts is necessary (dealt with in sections 11 and 12).

The purpose of the study is to propose a framework for understanding the dynamism of the human self-system from evolutionary and socio-psychological perspective. The study aims to help scholars interested to use an evolutionary lens for examining consumer behaviour.

Relying on the principle of self-cybernetics, the study proposed a general framework explaining the operating mechanism of human self-system. The proposed framework incorporates the socio-psychological and the evolutionary perspective of the human self-concept.

The framework may help consumer scholars to integrate socio-psychological and evolutionary theories to produce novel and testable hypotheses.

To the best of the authors’ knowledge, this is the first attempt to propose a framework based on the principle of cybernetics to facilitate the use of an evolutionary lens in consumer research.

Les découvertes importantes faites par des équipes de préhistoriciens et d'anthropologues entre les an‐nées 1950 – 1970 dans la région du Nil moyen (KENYA,TANZANIE, ETHIOPIE), mettant à jour des milliers de fossiles concernant les premiers éges de la vie de l'homme il y a 1 500 000 ans (sites d'Oldu‐vai et d'Omo), nous permettent aujourd'hui de repenser le comportement erratique de nos lointains anctres sur la planète Terre dans une vision beaucoup plus large.

Presents the scientific methodology from the enlarged cybernetical perspective that recognizes the anisotropy of time, the probabilistic character of natural laws, and the entry that the incomplete determinism in Nature opens to the occurrence of innovation, growth, organization, teleology communication, control, contest and freedom. The new tier to the methodological edifice that cybernetics provides stands on the earlier tiers, which go back to the Ionians (c. 500 BC). However, the new insights reveal flaws in the earlier tiers, and their removal strengthens the entire edifice. The new concepts of teleological activity and contest allow the clear demarcation of the military sciences as those whose subject matter is teleological activity involving contest. The paramount question “what ought to be done”, outside the empirical realm, is embraced by the scientific methodology. It also embraces the cognitive sciences that ask how the human mind is able to discover, and how the sequence of discoveries might converge to a true description of reality.

This article addresses the functional links between knowledge and performance in human activity. Starting with the evolutionary roots of knowledge and activity, it shows how the combination of adaptive behavior and knowledge storage has formed over various stages of evolution. The cognitive architecture of human actions is discussed against this background, and it is shown how knowledge is integrated into action control. Then, methodological issues in the study of action knowledge are considered, and an experimental method is presented that can be used to assess the structure of action knowledge in long‐term memory. This method is applied in studies on the relation between object knowledge and performance in mechanics and between movement knowledge and performance in high‐performance sportswomen. These studies show how experts’ knowledge systems can be assessed, and how this may contribute to the optimization of human performance. In high‐level experts, these representational frameworks were organized in a highly hierarchical tree‐like structure, were remarkably similar between individuals, and matched well the functional demands of the task. In comparison, the action representations in low‐level performers were organized less hierarchically, were more variable between persons, and were not so well in accordance with functional demands. These results support the hypothesis that voluntary actions are planned, executed, and stored in memory directly by way of representations of their anticipated perceptual effects. The method offers new possibilities to investigate knowledge structures. Based on such results it is possible to improve performance via special training‐techniques. This paper fulfils an identified research need concerning the interaction of knowledge and performance and offers new perspectives for future forms of knowledge management.

Innovation has always been at the centerpiece of competitiveness. Experimentation, exploration and a drive to maximize resources is as essential for companies as it is for nations and our whole species. Many of the lessons for how to best innovate can be drawn from nature herself. The Cambrian explosion provides a good blueprint for how innovations occur. It shows us that true innovation often occurs in sudden dynamic shifts. It is not one of continual or gradual improvements but rather “lumpy” improvements. It is these sudden competitive changing innovations that open up and close out vast areas of commerce. Unfortunately, we never know where these competitive changing innovations will occur, so it is best to be ever vigilant and explore not only main lines of inquiry but also by‐products. Often, it is these by‐products that turn out to be the competitive shifting innovations.