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The purpose of this paper is to find a leading idea of the mid-twentieth century, demonstrating the pervasive nature of some concepts belonging to second-order systems theory. To achieve this objective, the paper looks at the art and literature of this era, to identify the principles developed by Luhmann in his late works. In particular, Escher’s drawings, Calvino’s stories and Luhmann’s concepts seem to express, in different ways, the same functioning mechanism of the complex social system.

With reference to theoretical approach and methodology, this paper carries out an interdisciplinary demonstration by alternative modes of logos and mythos. Some of the pillars of general systems theory are examined through the logical articulation of concepts developed by Spencer-Brown, von Foerster, and first of all through the late works of Luhmann, as well as through the analysis of Escher’s artworks and Calvino’s literary works. This paper interprets these artistic and literary works using cybernetic principles and systemic concepts, in particular, “two-sided forms,” “system–environment differentiation” and “second-order observation.”

In general, the main finding is the similarity of fascination with paradoxes and forms, with post-ontological reasoning, in twentieth century. The result of the cross-reading of Escher, Calvino and Luhmann reveals the presence of what Simmel called the “hidden king”: a philosophical paradigm of an era. In mid-1900s, this leading idea seems to express itself in the discoveries of biology and cybernetics, such as in Luhmann’s theory, art and literature. Escher’s drawings, Calvino’s stories and the concepts of Luhmann are projections of second-order system theory, in its constructivist value.

The originality of this paper lies mainly in the demonstration of theoretical concepts through the alternative modes of logos and mythos. These reflections can provide a new perspective to investigate social sciences from a cultural angle. This particular approach allows a deep awareness of the theory. The concrete value is to provide a better understanding to manage complexity.

SINCE the first successful flight tests were made with the Escher Wyss airscrew some years ago, this type has been distinguished in this sphere by several fundamental innovations . From the beginning a very high speed of adjustment of approximately 8 deg./sec. was attained in normal operation as an automatic, constant‐speed airscrew. This property and the wide range of speed control between 100 per cent and approximately 40 per cent of the rated r.p.m. made it possible completely to release the pilot from control of the airscrew. Thus the problem of the automatic airscrew was finally solved (Fig. 1). That this solution was satisfactory has been proved by many years' service under the most stringent conditions in the Swiss Air Force.

Twenty years ago, Hindy Schachter (1989) posed a question about the foundation we use to structure the Public Administration theory narrative. Would an approach based on an art model, rather than the more common science model, produce a narrative with less distortion? This essay employs a definition of modernism developed by Thomas Vargish and Delo Mook outside the purview of public administration and a famous M. C. Escher lithograph as a basis for proposing an alternate way to construct the narrative. It then applies the alternative approach to Frederick Taylor and Elton Mayo.

THE originality of the Escher Wyss airscrew, which has been adopted by the Swiss Air Force, is based on the fact that its conception has, since its inception, taken into account all the requirements of a modern variable pitch airscrew. These conditions may be summarized as follows, that the airscrew must normally ensure automatic control at constant engine speed, adapting itself to every condition of flight, and that it should provide, when required, for operation as an aerodynamic brake, and be capable of being moved to the fully feathered position. The essentially mechanical problems, such as the anchorage of the blades in the hub and the design of the pitch control mechanism, must naturally find correct solutions to ensure reliability, together with that simplicity of control which is an essential property of all modern aircraft components.

Proposes that there are parallels between the roles of shamans in their communities and the roles which organizational change and development consultants can play in guiding organizational transformations. Presents fundamental assumptions underlying the shamanic perspective on transformational change and utilizes them to understand the problems resulting from a large‐scale organizational change programme undertaken in one organization. Illustrates the importance of adopting an integrative holistic approach in order to enhance the long‐term viability and success of any organizational change and development intervention. Closes with a discussion of the ways in which organizational change and development consultants can and do act in shamanic ways.

The aim of this study is to test for a moderating role of employee participation in volunteering in links between employees' relationships with peers and supervisors, work meaningfulness (WM) and affective commitment (AC).

The study is based on a survey conducted on a sample of 711 employees, both those involved and those non-involved in corporate volunteering (CV).

The results suggest that employee participation in CV strengthens the effects that employees' perceptions of positive relationships with peers and perceived supervisor support (PSS) have on employees' AC. Contrary to expectations, although participation in CV strengthens employees' sense of WM, it does not affect its links with other phenomena analyzed in this study.

CV is a fast-growing practice in corporate social responsibility. The reasons companies implement CV include the benefits they gain from it, such as positive effects on employee attitudes and behaviors. The paper contributes to the understanding of CV effects on employee attitudes and behaviors and builds a better business case for this CSR practice.

WE have thought it worth while to devote a considerable amount of space in this and the preceding issues to translations of a scries of articles by members of the staff of the Zurich airscrew firm, Escher Wyss, which have appeared during the past twelve months or so in the Swiss technical periodical, Flugwehr und Technik. We have from time to time in the past published, from the same source, descriptions of this type of airscrew, which was one of the earliest of the variable pitch airscrews to be produced, and the principles on which its design was based.

This paper aims to examine the strategic dimension of outbound open innovation (OOI) with a focus on identifying strategic objectives for exploiting knowledge externally. It reviews the literature, presents a list of strategic objectives, and introduces a novel categorization.

A literature review of works combining strategy, and OOI lead to conceptualizing an array of strategic benefits including novel concepts. The review focuses on the empirical observations reported by previous research.

This paper presents the most comprehensive description of strategic objectives that may be pursued by OOI, with several case examples. Objectives are classified to six categories: gaining access to new knowledge, multiplication of own technologies, learning from knowledge transfer, controlling technological trajectories, external exploitation as a core business model and exerting control over the market environment.

The paper limits itself to discussing the non‐monetary objectives and incentives for engaging in outbound OI, or in other words, the potential that outbound OI has in creating strategic business opportunities.

For the manager, acknowledging the external opportunities for a firm's knowledge assets allows shifting from “just profit” externalization to a more strategic control over the company's future and its environment.

Whereas the common viewpoint in connecting between strategy and OOI is to minimize the negative impact, while retaining monetary benefits, this paper views OOI as an enabler of further strategic mobility and flexibility. The categorized list of strategic objectives also includes some novel additions to current understanding.

This paper aims to examine corporate volunteering as a form of social responsibility carried out by companies in relationships with non-governmental organizations (NGOs). Applying the value creation concept, the success of such relationships is based on value created between the focal company, its employees engaging in the volunteer work and the collaborating NGO actors representing the beneficiaries of the volunteer work. However, how to meaningfully engage employees and strategically manage company–NGO relationships in corporate volunteering has received less scholarly attention. The study hence asks the question: How is mutual value created in corporate volunteering collaborations between business organizations and NGOs?

Two qualitative case studies of company–NGO relationships involved in corporate volunteer programs for social benefit in Poland and Finland are analyzed.

Corporate volunteering offers value creation opportunities for each of the three actors in the relationships, namely, the company, the NGO and the employees who participate in the volunteer work. Particularly, employment and volunteering relationships appear to be catalysts for the creation of mutual value in the organizational relationship between a company and NGO.

The present study contributes to the current understanding of company–NGO relationships by emphasizing the role of individual employee volunteers in creating relationship-level value. The study adds also to existing research on corporate volunteering by identifying the way value is created in company–NGO relationships within corporate volunteering.