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The purpose of this paper is to present a general framework for the comprehension and advancement of sociocultural homeostasis (not to be confused with a steady state, but a dynamic constantly evolving process) in order to increase worker engagement, productivity and innovation within the enterprises.

The latest research findings in neuroscience, social neuroscience and social network analyses are used to determine what types of organizational dynamics best support voluntary worker engagement.

The paper offers convincing evidence why certain organizations prosper while others falter depending on their knowledge and advancement of sociocultural homeostasis principles.

The paper provides practical suggestions in how to move an organization from an environment of structure and compliance to one reliant on emergence and individual commitment.

The general framework/models presented in the paper can be applied to any social institution (for profit or non‐profit) interested in boosting member voluntary engagement.

It is a unique work suggesting how to apply the latest research findings in the rapidly advancing fields of neuroscience and social neuroscience to business management in order to increase productivity and innovation. It also shows how to identify and expand the organizational sweet spots (emergent innovative/productive organizational domains defined by the author) and their vital importance to the success of every venture.

The purpose of this paper is to provide a conceptual and flexible framework for the management of knowledge workers in the current information economy.

Research from such diverse fields as anthropology, evolutionary biology/psychology, paleontology, molecular biology, neurophysiology, and social network analysis are used in an attempt to find commonalities in these disciplines that will help determine the effects of various organizational contexts on human nature and the innovative capabilities of knowledge workers.

Provides definitive explanations/reasons why knowledge workers should not be managed using Industrial Age management concepts and organizational structures. Also includes four clearly defined descriptive principles for the development of Knowledge Age organizations and social networks.

An especially useful multidisciplinary source for the development of innovative enterprises capable of motivating and expanding the creative potential of knowledge workers.

The paper identifies critical needs and methodologies for managing knowledge workers in addition to providing fundamental principles for the advancement of flexible and innovation rich organizations.

Asserts that history shows humanity’s quest for power over its environment and of individuals over each other. Suggests that ignoring the desire for power and influence or leaving a vacuum where people are left to feel powerless is to invite trouble; instead, these primal needs should be faced in a positive and worthwhile manner. Proposes that the need for power should be addressed and a sense of being powerful, rather than powerless, should be encouraged throughout organizations. Concludes that, in the 1990s, having power will increasingly mean sharing information, knowledge and trust.

This paper aims to address the following issues. The transactional view of workplace relationships has been challenged by discoveries of human behavior by neuroscience. Human beings are wired to have emotions and perceptions, and a workplace is no exception. Reframing the issue through a simple-yet-powerful framework, fundamentals of talent management can be restored, paving the way for a meaningful design of organizations.

Using rigorous in-depth secondary research about current talent practices, the report offers a novel framework to unlock the drivers of employee’s motivation and performance. The framework serves as a diagnostic leadership tool to identify breakdowns and foster a meaningful conversation to restore the organization back to equilibrium. A holistic alternative that is agnostic to the rank of the employee, job role and geography offers promise over the current practice of dealing with employee issues in fragmented manner.

The proposed framework helps identify the sweet-spot that lies at the intersection of three fundamental drivers: employee’s preferences on the type of work; employee’s core competency; and activities that are value-adding to the organization. The sweet-spot is the employee’s emotional wallet that the organizations must proactively capture to unlock the true drivers of motivation and performance. The proposed framework serves as a diagnostic tool to meaningfully tackle breakdowns and restore organizations to equilibrium. The sweet-spot provides the clue to design an effective organizational structure identify the enablers and catalyst that can unlock employee motivation and performance.

Despite new organizational complexities, the fundamental focus for talent management is to unlock the value of its resource. Despite the pristine appeal of this fundamental tenet of talent management, it is ironic that HR has drifted its focus from its core. Reframing the issue through a simple-yet-powerful framework, fundamentals of talent management can be restored, paving the way for a meaningful design of organizations. This is a paradigm shift for talent management to get back to basics of what really matters to the organizations.