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The paper debunks Peter P. Li’s assertion that Yin-Yang is superior to any other cognitive frames or logical systems for paradox research. The purpose of this paper is to alert the Chinese indigenous management researchers to the danger of Chinese exceptionalism and over-confidence.

To show that Peter P. Li’s assertion is doubtful, the authors identify the flaws in his analysis.

The authors find that there are three serious flaws in Peter P. Li’s analysis. First, there are four defects in the typology of cognitive frames he built in order to compare Yin-Yang with the others. Second, his understanding of dialectics in general and Hegelian dialectics in particular is flawed. And finally, without resorting to Yin-Yang, many scholars can develop theories that are equivalent to those derived from Yin-Yang.

Due to the page limit, this paper only focuses on arguing that Yin-Yang is not superior to other cognitive frames or logical systems without going one step further to explain in which situations Yin-Yang are valuable and might be more suitable than others for helping us understand some research issues.

This paper implies that we should not blindly believe that the Chinese way of thinking and acting is superior to other people’s. Chinese people should be open-minded in the globalized era, not only promoting their own culture but also appreciating and learning from other cultures.

The reduction of cultural exceptionalism and ethnocentrism can make cross-cultural communication and interaction smoother.

This paper is a rigorous critique on the “Yin-Yang being superior” assertion of Peter P. Li.

Mathematical models are constructed at the interface between practice, experience and theories. The function of models puts us on guard against the privilege granted to what is accepted as abstract and formal, and at the same time puts us on guard against a static and phenomenological conception of knowledge. The epistemology of models does not suppress in any way the objectives of science: only, a dogmatic conception concerning truth is removed, and dynamic and dialectical aspects of monitoring are stressed to establish the most viable model. The purpose of this paper is to examine hybrid methodologies (inductive-deductive) that may either propose hypothetical causal relations and seek support for them in field data or detect causal relations in field data and propose hypotheses for the relations detected.

The authors follow a dialectical analysis for a type of inductive-deductive model.

In this work, the authors present an inductive-deductive methodology whose practical result satisfies the Hegelian dialectic. The consequent implication of their mutual reciprocal integration produces abstractions from the concrete that enable thought. The real problem in this case is a given ontological system or reality.

The essential elements of the models – variables, equations, simulation and feedback – are studied using a dialectic Hegelian theory.

The purpose of this paper is to develop a conceptual model that uses dialectical inquiry (DI) to create cognitive conflict in strategic decision‐makers for the purpose of improving strategic decisions. Activation of the dialectical learning process using DI requires strategic decision‐makers to integrate conflicting information causing cognitive conflict. Cognitive conflict is the catalyst that stimulates the creation of new knowledge in strategic decision‐makers resulting in improved organizational performance.

A conceptual model is developed that explicitly links DI to the dialectical learning process of strategic decision‐makers. This model extends previous research on DI by identifying cognitive conflict as the critical component that links DI as a learning method to the process of dialectical learning in strategic decision‐making.

The major finding of the model of dialectical learning is that the model is an important resource that can be applied to create cognitive conflict in strategic decision‐makers for the purpose of expanding the strategic options of organizations.

Empirical research on DI that focuses on the role of cognitive conflict in the dialectical learning process is lacking. It is hoped that this conceptual paper will stimulate further interest on the topic and a greater appreciation of this method of learning. Strategic decision‐makers must consider alternative ways of generating new knowledge that is crucial for organizational performance.

It is important that the benefits of creating cognitive conflict in the dialectical learning process are understood by strategic decision‐makers. Training for participants in a DI learning intervention is essential to help minimize any dysfunctional behaviors that could result from affective conflict.

This conceptual model identifies the importance of cognitive conflict in the dialectical learning process of strategic decision‐makers and the critical role of cognitive conflict rather than affective conflict in the use of this learning method.

Mary Parker Follett has been categorized as both an individualist and a collectivist, based on statements in her varied writings over two decades. This paper argues that, instead, Follett approached the issue of the true nature of man using a Hegelian dialectical technique, emerging with a distinct position that merges the best of both extremes into a unique synthesis. While the traditional individualist/collectivist dichotomy still holds sway in much of the management literature, several recent theories that take a perspective similar to Follett’s are discussed. The analysis makes clear that, once again, Follett’s ideas were ahead of their time.

This paper aims to initiate a new, formal theory of sociocultural physics.

Its intended scope is limited to predicting either long‐term, large‐scale or short‐term, small‐scale sociocultural events. The theory that the authors develop, called sociohistory, links three independent but relatable approaches: part of Sorokin's epistemological theory of sociocultural dynamics, Frieden's epistemological theory of extreme physical information (EPI), and Yolles's social viable systems (SVS) theory.

Although not all of Sorokin's ideas are universally accepted, a subset of them is found to be extremely useful for describing the conceptual context of complex systems. This includes how sociocultural processes link closely into political processes.

The theory that develops helps explain how opposing, cultural enantiomers or yin‐yang forces (represented, for instance, by the polar mindsets represented in Islamic fundamentalism and global enterprise) can result in violent conflict, or in either viable or non‐viable social communities. The informations I and J of EPI theory are regarded, respectively, as sensate and ideational enantiomers.

While the resulting sociocultural physics is in its infancy, an illustrative application to the developmental dynamics of post‐colonial Iran demonstrates its potential utility.

This paper proposes that ethnic identity and identification in the modern nation-state is a process of dialogical interaction between self-perceived notions of identity and sociopolitical contexts, often defined by the state. Each example of ethnic identification has at least two levels of discourse, articulated internally and externally. As suggested by Bakhtin, whose study of Dostoevsky posed fundamental questions of self and society, identity and ideology: The endlessness of the external dialogue emerges here with the same mathematical clarity as does the endlessness of internal dialogue. … In Dostoevsky’s dialogues, collision and quarrelling occurs not between two integral monologic voices, but between two divided voices quarreling (one of those voices, at least, is divided). The open rejoinders of the one answer the hidden rejoinders of the other (Bakhtin, 1981 [1963], pp. 253, 254).

Presents the essentials of heuristic economics. Problems of planning and development, which are complex, ill‐structured and subject to uncertainty, often defy algorithmic mathematical/statistical solutions; hence there is scope for developing a heuristic approach.

This study aims to contribute to the field of customer portfolio management by proposing a novel approach rooted in dialectic critical realism (DCR). DCR, as an ontological theory, enables a fundamental reimagining of customer portfolio management as a dialectic process. The conceptualized dialectic portfolio management is motivated by the concept of “absence”, akin to Hegelian “antithesis”, which highlights limitations, problems and tensions in portfolio management. In essence, “absence” serves as a diagnostic tool that directs portfolio actions towards resolving problems by pursuing a more comprehensive “totality”, similar to the Hegelian notion of “synthesis”.

This conceptual paper theorizes DCR in business marketing and customer portfolio management.

DCR conceptualizes customer portfolios as relational structures characterized by omissions and tensions. These issues are addressed through a dialectic synthesis aimed at achieving a more comprehensive “totality”. Consequently, DCR guides portfolio management to continually re-think the connections and distinctions that define a portfolio within its network context. This dialectic process is facilitated by a novel vocabulary that enhances the understanding of network and portfolio relations, incorporating concepts such as “intrapermeations”, “existential constitutions”, “intra-connections” and “intensive” and “extensive” portfolio practices.

This study aims to foster a fresh and process-oriented perspective on portfolio management, drawing inspiration from the growing demand for enriched dialectic theorizing within the realm of business marketing. The adoption of a dialectic process orientation based on DCR revolutionizes the comprehension of portfolio management by fundamentally reimagining the underlying ontological assumptions that underpin the existing body of literature on customer portfolios. Moreover, DCR asserts that ethical considerations are inextricably linked to human experiences and associated practices, emphasizing ethics as an integral component of customer portfolio management.