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Cross-cultural cognitive paradoxes have frequently broken the existing boundaries of knowledge and stimulated demands for knowledge creation (KC), and such paradoxes have triggered and will continue to trigger novel risks in the context of international business (IB). Given the nascency of relevant issues, this study aims to develop a more comprehensive understanding of KC across cultures by proposing a Yin-Yang dialectical systems theory of KC as micro-foundation to more systematically frame the risk/paradox-resolving mechanism elicited by cultural collisions.

This paper is conceptual in nature. The authors first critically review the literature to lay a broad theoretical foundation. Integrating the philosophy- and praxis-based views, the authors reposition knowledge as a Yin-Yang dialectical system of knowing, with yin representing the tacit while yang represents the explicit. Next, the authors justify the underling logic of realising KC through a contradiction-resolving process. On this basis, the authors draw upon the Yijing’s Later Heaven Sequence (LHS) as the source domain of a heuristic metaphor to reconceptualise KC as a dynamic capability in the IB context.

Using the LHS paradigm to metaphorically map the intricate patterns of interaction and interconnectivity among the involved individuals, organisations and all related stakeholders, this research identifies and theorises the overall dynamic capability of KC in the IB context, which comprises five sets of processes: contradiction, conflict, communication, compromise and conversion.

This research highlights that KC is simultaneously activated and constrained by human actions as well as by the socially constructed context in which it emerges, which helps individuals, organisations and policy makers more clearly frame the novel risks induced by cross-cultural cognitive conflicts in the IB context.

The authors synthesise Yin-Yang dialectics with the approach of collective phronesis, proposing a novel, praxis-oriented Yin-Yang dialectical systems theory of KC. It provides a deeper understanding of the epistemological paradox inherent in all knowledge, thus enabling KC to be rationalised by a sounder logical reasoning. By fusing the macro and micro perspectives on KC, the authors also enrich existing theory and future theory building in the domain of knowledge management.

This paper sets out to provide a new systems theory supporting requisite holism and innovation in organizations of the public sector, such as medical care.

Mulej's dialectical systems theory is applied.

Currently, the many existing systems theories are applied in separation rather than in synergy. Here, a fourth attempt to make a new systems theory in Slovenia is presented: after the dialectical system theory, the dialectical network thinking, and the business cybernetics this is the control systems theory.

Research was limited to management of public health care and attainment of the requisite holism in it.

Managerial efficiency and processes in organizations with a rather small influence of the market pressure can be innovated more easily.

This is the first attempt, to the best of one's knowledge, to make a new synergy of the dialectical systems, living systems, and viable systems theories as potentially complementary systems theories and three methodologies supporting informal requisite holism of thinking, decision making and action.

The purpose of this paper is to suggest a more holistic definition and basic guidelines for implementation of specific cybernetics dealing with business systems (BSs) from the viewpoint of managing them. The paper aims to consider three problems: how to develop a general methodology of requisitely holistic thinking for business cybernetics (BC) and its application; how to consider the attributes of BC (e.g. all attributes of BC and their generalization in BSs); and how to recognize and define relations between attributes of BC and their synergies.

In this paper, qualitative analysis on the basis of the cybernetics (e.g. especially general cybernetics), BC (different) systems theories, and dialectical systems theory is applied.

BC is shown to be a specific cybernetic dealing with BSs from viewpoint of managing/impacting on them. Thus, BC is trying to complete previous cognitions about possible approaches for managing/impacting on BSs. It covers the basic, information, and managerial processes, their interdependences, the resulting interaction and synergies. In addition, BC is also trying to make room for consideration of the general, group‐specific, and individual parts of attributes of BSs. BC itself is based on the concept of the Dialectical Systems Theory that the law of requisite holism is met by dialectical system which creates synergetic networks of all essential kinds of cybernetics.

Research is limited to three hypotheses and qualitative analysis in desk research. Practical experience is considered implicitly.

Authors falsifying the practice of prevailing general approach to researching and understanding of management in BSs (as an area of human activity with specific characteristics) from cybernetics viewpoint. This paper suggests a more specifically created and target‐oriented approach for cybernetic understanding and researching of BSs.

The available literature does not provide for a similar concept and/or model of specific cybernetics dealing with BSs from the viewpoint of managing BSs or their impact.

The purpose of this paper is to present the problem of employee diversity management (EDM) as a complex problem; the dialectical system's approach to EDM; the impact of EDM on competitive advantage; the innovativeness of employees as an outcome of EDM; and authors support to EDM by combining dialectical system's approach with de Bono's six thinking hats.

The paper undertakes a critical literature review and a methodical evaluation of current knowledge on topics related directly and indirectly to EDM and systems theory.

Findings suggest that the organizations that manage employee diversity effectively may gain a competitive advantage. An important outcome of a good EDM is increased innovativeness of employees. Effective EDM depends on system's thinking essentially. Hence, the dialectical system approach to EDM is very suitable as it supports interdisciplinary cooperation very well. Our new combination of the dialectical system's approach with De Bono's six thinking hats contributes to the effectiveness of the EDM, cases say.

The application of the dialectical system's approach to the EDM as well as the combination of this approach with De Bono's six thinking hats result in greater effectiveness of EDM and hence, in increased competitive advantage of the organization.

Application of the dialectical systems theory to EDM results in new support to effective EDM's and to its theoretical essence from the viewpoint of company efficiency.

There is a field needing both cybernetics and systems theory: business as one way to viability – “business cybernetics” might have to emerge. The purpose of this paper is to address this issue.

A first draft of business cybernetics (BC) notion is presented. Discusses the definition of business systems (BSs) and their need for requisite holism, our understanding of cybernetics, our understanding of the (general) systems theory and systems thinking, differences between some versions of systems theories and cybernetics, and add our draft cybernetics of BSs, finishing with BC as a case of interdependence between business practice, systems theories and cybernetics and resulting conclusions.

It was not found, although quite some literature was studied and quite some practical experience in business, both as employees and as consulting instructors was collected. It is clear that cybernetics and (general) systems theory were created at about the same time by two different groups of scientists. They both dealt with complex rather than complicated entities/features/processes and they both tried to stress relations between parts of reality, which used to be considered separately and one‐sidedly rather than (requisitely) holistically.

Later on, their “war against a too narrow specialisation” did not end in their general victory, but rather in application of their fruitful findings inside many specialised disciplines of science and practice. This is good, but not good enough, uncovered topics remain. Business is one of them.

Links both cybernetics and systems to an emerging “business cybernetics” in an innovative approach.

To show that holism, which has been the original aim of the systems theory as a worldview of holism rather than reductionism, is best attained by application of those versions of systems theory that result from synergies of mutually complementary systems theories as methodologies.

Mulej's dialectical systems theory (DST) is applied as worldview and methodology of requisite holism using Mulej's dialectical systems concept.

Two methodologies of co‐operative systems thinking – the network thinking and the DST – are compatible and complementary. They can be used for development of a new systems theory.

Research is limited to making a methodology helping managers attain more holism in a new synergy of two well established systems theories. Its application is expected with managers of business organizations.

The new concept was tried in railway management successfully. But this paper is too short to contain this application.

Authors neither know books nor articles presenting the new “Dialectical Network Thinking” theory nor its application except for their own unpublished texts.

The corporate social responsibility (CSR) is an essential topic of both life and sociocybernetics. It requires businesspersons and other decision makers to be broad and hence to apply inter‐disciplinarity incorporating many, mutually partly different and therefore interdependent, viewpoints for requisite holism. To do so, they should use systems thinking. But the modern diversity of systems theories, including cybernetics, opens the issue: which systems theory and/or cybernetic should one use? Aims to discuss the dialectical systems theory (DST), its definition of holism and its definition of the seven principal groups of notions making systems thinking possible, when applied in a synergy. This may lead to a requisite holism, and hence to efficiency and effectiveness of the work on and of the CSR; it has often been done so in the 30 years of DST.

Desk research and indirect field research were used. The concept of CSR is a rather soft topic. It demands a holistic treatment and hence a plural theoretical foundation following recent trends in economics (business and environmental), management as well as systems thinking. The problem was investigated empirically from the systems‐oriented perspective supported by DST, because it tackles human personality and impacts over it and by it, rather than offers tools for people to use for whatever purposes.

The CSR concept belongs in sociocyberbetics linking cybernetics, systems theory and social aspects of the reality. The definition of CSR requires humans to think, decide, and act on a very broad basis rather than to reduce their horizons to the narrow habit of businesses to find profit only essential. CSR links the hard‐systemic and soft‐systemic versions of modern systems theories. It could be seen as an attribute of human personality and as a process between humans and organisations.

As CSR has many dimensions (economic, environmental and social ones, at least), the research focused on the requisitely holistic performance of an organisation being aware of diversified needs of multi‐stakeholders (including its own employees, as well).

The research findings and conclusions can support endeavors to implement the CSR concept in practice: in organisations, among different stakeholders and broader public audience (including governmental institutions and communities).

The paper provides the theoretical foundation to raise and improve socially responsible activities by supporting a maturing management philosophy approaching the viable, balanced organisation.

To show that systems theory (ST) has surfaced as innovation of worldview and thinking, aimed at holism. After ST's subordination to narrow specialists using it inside traditional disciplines, if at all, humankind needs a new innovation of ST. An option is offered.

Mulej's Dialectical ST is applied as worldview and methodology of requisite holism using Mulej's Dialectical System concept.

Mulej's Dialectical System concept applies to synergies of several STs, not only viewpoints. Here, six soft STs and the social responsibility (SR) concept are combined around human subjective starting points aimed at holism and innovation, including ethics of interdependence. Combination offers new insights.

Research is limited to soft STs and implies knowledge of more STs and SR as well as participants' readiness for creative interdisciplinary co‐operation.

The new concept offers a new step toward increased innovation capacity, especially toward innovation of culture toward requisite holism and innovation. This is a crucial precondition for survival in the modern global society and economy.

The authors know neither books nor articles presenting synergies of several STs and SR nor their application to preconditions of innovation.

Respecting the growing importance of interdependence of knowledge, values and social responsibility, the purpose of this paper is to introduce the concept of knowledge-cum-values management and to show how some soft systems approaches can support interdependence of knowledge and human values resulting in socially responsible innovative behavior, hence in success.

The selected soft systems approaches are used to double-check the usefulness of the requisitely holistic approach to knowledge-cum-values management and innovation. The applied methodology for qualitative analysis is the Dialectical Systems Theory.

One-sidedness, unlike the requisite holism, causes oversights and hence disables innovations as a new users’ benefit. Requisitely holistic knowledge-cum-values management prevents one-sidedness and therefore many oversights; hence it is a valuable driver of innovation. It is supported by social responsibility (exposing the systemic behavior by suggesting interdependence and holistic approach to one’s responsibility for one’s influences on society). By including values and by enabling consideration of interdependence of human values and knowledge, some soft systems approaches support innovative behavior with social responsibility.

Research is limited to theoretical findings resulting from authors’ previous empirical studies. The novel concept “knowledge-cum-values” erases the human dangerous one-sidedness resulting from the irrational rationalistic division of the two. Social responsibility supports informal use of some soft systems theories and diminishes this danger.

The practical application of the selected soft systems approaches and social responsibility offers great possibilities for managers to improve the holism of their innovation processes, driven by knowledge-cum-values management. Fewer oversights are possible and lead to fewer mistakes and more success in the invention-innovation-diffusion processes. No human is rational or emotional only, either as a creator or as a consumer, but this fact is disregarded in the management literature.

Social responsibility shall be considered as an important novel soft-system approach and part of organizational innovative behavior aimed to replace the one-sided approaches prevailing so far and causing crises: the overseen attributes do not cease, but they still impact life and are out of control.

The contribution introduces the new, still insufficiently researched concept of knowledge-cum-values management; it highlights new ways of attaining the requisitely holistic knowledge-cum-values management that enhances enterprise’s innovation capacity by requisite holism, supported by social responsibility.

To complete the general multi‐criteria decision‐analysis process and extend it to the process of requisitely holistic generating ideas and developing them into innovations. Also, in terms of dialectical systems thinking, to recommend the use of individual and group methods and software supporting this process.

In 1974, Mulej invented and introduced the “Dialectical System” concept (DS), and in 1998 Mulej and Kajzer fortified DS with “the Law of Requisite Holism.” The concept was well‐verified in practice, but lacked the support of quantitative versions of systems thinking. In this paper, we eliminate that deficiency: we complete and extend Belton and Stewart's general multi‐criteria decision‐analysis process to a process of generating ideas and developing them into innovations.

Methods and software supportive of creativity can help generate ideas. Multi‐criteria decision‐making (MCDM) methods can be used to complement intuition, verify ideas, and support their development into innovations. The point is in reaching the requisite holism with only a requisite effort by applied systems thinking and innovation.

Quantitative methods are considered necessary and helpful, but are not sufficient conditions for innovations or for holism.

This paper demonstrates that the modern operations research methods can help strengthen innovation and holistic thinking capacity much more than traditional ones.

The innovative aspect of this paper is that it extends a general multiple criteria decision‐analysis process to the process of generating ideas and developing them into innovations. It combines the Dialectical Systems Theory and the MCDM methods, which provides an interesting new synergy.