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This paper aims to develop a new socio-cognitive theory of the normative personality of a plural agency like, for instance, an organisation or a political system. This cybernetic agency theory is connected to Bandura's theory of psychosocial function. The agency is adaptive and has a normative personality that operates through three formative personality traits, the function of which is control. The cybernetic agency theory is presented as a meta-model, which comes from cybernetic “living systems” theory.

First, in this paper, the authors discuss the virtues of a normative cybernetic agency model in the light of issues related to normal states and pathologies of systems. Formative traits could be derived from Maruyama's mindscape theory or Harvey's typology. However, Boje has noted that with four mindscape types Maruyama's typology is constrained. Consequently, he projected the Maruyama mindscapes into a space with the three Foucault-dimensions: knowledge, ethics and power.

The suggested cybernetic agency model with the three formative personality traits can provide a framing for a structural model that has the potential to distinguish between normal and abnormal personalities in the same framework.

The constraints of the Maruyama mindscape space, as identified by Boje, are suggesting that further research is needed to identify a formative three-trait-system which is theory based, was empirically applied, and is permitting to create a typology with eight extreme types, yet to be identified.

The paper draws on earlier work undertaken in the last few years by the same authors, who in a new way are pursuing new directions and extensions of that earlier research.

Japanese American philosopher Magoroh Maruyama (1969) proposed the Mindscape theory, a macro model of cultural differences identification. The theory suggests inter-and intra-cultural heterogeneity and four major Mindscapes of H, I, S and G. He and his colleagues designed 64 graphic geometric patterns based on redundant and non-redundant complexity to recognize the Mindscapes in cultures. However, there is no method of identifying each Mindscape individually/separately. In other words, specificity is missing in this theory. Without such identification, the applicability of the Mindscape theory in international business is limited. This study aims to provide the needed specificity.

The present study applies Harvey’s (1966) four epistemological systems to identify each of the four Mindscapes. According to Maruyama and Harvey, three of Harvey’s four systems are identical to the three Mindscapes of H, I and G. If the authors can match the three Mindscapes with the three Harvey’s systems, what remains the authors assume to be the fourth Mindscape.

The current study determined various graphic and geometric patterns associated with each of the four Mindscapes. In doing so, the study expanded the applicability of the theory in international business.

Harvey (1966) administered nine psychological tests (instruments) to many subjects over nearly two decades to determine the four systems. Using nine major instruments is very challenging, demanding and time-consuming. For ease of application and saving time, the authors used one of these instruments as an example. Ideally, the authors should use all.

Mindscape theory suggests that each of the four salient Mindscapes is more relevant to a specific situation, such as human resource management, motivation, leadership, conflict resolution and others. By identifying each Mindscape, this study expands the use of Mindscape theory.

Based on the cybernetic agency theory of part 1, the paper creates a parallel theory to Maruyama's Mindscape theory called mindset theory, relying on the three-trait organisational value system of Sagiv and Schwartz that arises from extensive theoretical and empirical work on cultural values originally undertaken by Shalom Schwartz. The derived normative personality types are embedded into a cultural system and interacting with a social system. The paper aims to discuss these issues.

First, the paper deals with Sorokin's theory of the immanent cultural dynamics arising from swings between more sensate or more ideational culture. For characterisation of interaction with the social environment, the paper relies on the dramatist/patterner trait from empirical work by Shotwell et al., which acts as an attractor of agency behaviour. Thus, the paper designs a five trait agency model, with one trait that serves as an attractor of agency behaviour, three formative normative personality traits, and one social trait that directs the how of behaviour.

The Sagiv-Schwartz mindset types reveal the missing four types of the Maruyama-universe, as sought by Boje. Sagiv-Schwartz mindset types create generic transparency and a theoretical and empirical base for the selection of mindset meta-types. Through its perfect match with Mindset Agency Theory as developed in part 1, this research creates a structural model that has the potential to distinguish between normal and pathological personalities within the same framework.

The modelling approach can be applied to social, economic and political situations, with the likelihood of anticipating the likely behaviour of social collectives like durable organisation and/or nation states. Analytical and empirical application in different contexts is yet to be provided.

The paper sets up a means by which patterns of behaviour can be analysed in different organisational or national contexts. Empirical analysis based on this theory has the potential to identify normal states and shifts away from normal states of social systems, which may shift into stages of tension and crises, and/or mobilise forces directed towards paradigm changes in social systems.

The paper draws on earlier work undertaken in the last few years by the same authors, who in a new way are pursuing new directions and extensions of that earlier research.

Some personality schemas are seen to compete with others, but are they really complementary? The purpose of this paper is to show that two trait approaches, Myers‐Briggs Type Indicator (MBTI) and Mindscape theory, which are normally considered to be competitive, shall be migrated into a more complex modeling space using knowledge cybernetics, when they are shown to have a complementary potential.

The paper uses the meta‐framework of knowledge cybernetics (KC) part of the relevantial universe identified by Maruyama, to migrate different theoretical approaches and relate them. A consequence is the possible development of a more sophisticated trait theory that is capable of providing more complex information about personality.

The findings indicate that current type theories are not necessarily stand‐alone, but may be seen as complementary within a broader conceptual framework.

This paper is limited to the investigation of MBTI. However, it offers a generic approach that can be applied to other solitary theories like MBTI.

The paper leads to the possibility of improved explanatory power for a type theory than is currently possible.

Very little comparative work has been done relating representations of MBTI and Mindscape theory. This also appears to be the first serious extensive direct comparison between any form of MBTI and Mindscapes. KC uses Habermas's three world theory and shows that it is possible to consider MBTI and Mindscape theory as conceptually distinct and complementary, and together contributing to a new way of exploring the field of personality theory.

Most international marketing studies, taking a sociological position, assume homogeneity within and heterogeneity between cultures. Taking a psychological position and based on the Mindscape Theory, the purpose of this paper is to support the hypothesis that there is intra-cultural and intra-market heterogeneity.

The translated survey for international use has many problems. These problems can greatly be minimized by the use of pictorial/geometric shapes that were used in this study. These shapes were constructed using redundant and non-redundant complexity, and made to be culture neutral.

Data analysis supported the presence of three of the four Mindscape types as was hypothesized, indicating individual intra-market heterogeneity in the three cultures under investigation. Additionally, the corollary hypothesis of transcultural heterogeneity was confirmed.

It has been proposed that Mindscape types are partly innate and partly learned. What proportions constitute each part? Can the learned aspect be unlearned? Can different marketing strategies appeal to each? What marketing programs are better suited to influence the learned aspect? Future studies could explore these issues.

The findings of this paper have wide applicability and implications for international marketing strategy, including ways of deploying market segmentation, target marketing, positioning strategies, as well as configurations of marketing mix elements.

This paper used a novel and unique way for data collection and analysis. A geometric-pictorial survey was used for data collection. Data analysis was done with factor analysis and cluster analysis combined.

The paper aims to relate the four modes of coexistence of goal-orientated systems – conflict, hierarchy, the niche and cooperation – to static behavioral descriptions of social systems.

Analyzing the options for interactions of goal-orientated systems leads the four modes of coexistence. These show certain behavioral characteristics. Searching for these characteristics in selected behavioral descriptions in organizational theory, sociology, political science and system science allows relating them to certain modes.

In organizations, the four modes of coexistence show in general (Cameron and Quinn) and dyadic interaction patterns (Argyris). In sociology, they show in educational schemes preparing for specific modes (Bernstein) and in different exchange patterns (Polanyi). In political theory, the four modes of coexistence show in preferred policies of parties, in institutional development, in oligarch power politics (Winters) and in external policy. In system science, they show in problem solving strategies (Jackson) and “mindscapes” (Murayama).

The analysis is restricted to static patterns leaving out dynamic developments, for example, in networks.

Together with previous investigations, the paper shows how behavioral descriptions ranging from psychology to politics correspond to the four modes of coexistence, and it suggests interrelations and alignments of the modes via various levels of societal organization.

The four modes of coexistence provide an unequivocal theoretical framework that allows finding parallels in behavioral descriptions ranging from psychology via sociology to politics.

Cultural agency theory (CAT) generates higher simplex through principles of recursion, and, in this way, it is able to create a potential for the generation of families of new paradigms in different fields. Characterised by its interdisciplinary nature, CAT’s origins have a heterogeneous nature related to different disciplines and research fields. With this in mind, the present manuscript aims to shed light on the antecedents of CAT, especially emphasising the role of Schwarz’s studies as a feel rouge in the evolution of this theory.

Through a systematic review of the previous literature, this paper highlights the multidisciplinary nature of CAT, mapping the multifaceted framework of its antecedents.

The results are summarised in a conceptual map that does not constitute a point of arrival, but rather a starting point: consolidating the current state, this paper also provides new insights for further studies.

This manuscript still remains a theoretical point of view. Further studies are required to apply this study’s reasoning.

From a theoretical point of view, this paper achieves a new and original cornerstone about the previous studies on CAT; from a practical viewpoint, this paper gets an input for further implications. While these theories were originally setup for cognitive processes, this paper suggests extensions to model a complex adaptive system framework for management and marketing studies.

The aim of this paper is to focus on methodological development of research into the influence of culture: the use of cross‐cultural, multidisciplinary and multi‐method techniques.

The paper begins with a review of the interdisciplinary debate in business research, general management, IB and cross‐cultural management. It then explores the identities of paradigmatic combatants and possible “strategic peace initiatives”. It finally outlines some tactical and strategic complexities of such a “peace campaign” and identifies examples where multiple‐lens research offers good potentials for “post‐war” new theory development.

Ambitious calls for the advancement of interdisciplinary research in business research have appeared regularly and often feel like déjà vu. Cultural research appears to have been locked into paradigmatic “cold” warfare between methodologically distinct research “tribes”.

The authors' view is that culture can be likened to a holograph. It is not a real entity but a projection, which looks very different from different positions. The concern is that views of culture have been rather “monocled” and limited in relevance.

The purpose of this paper is to present a broad historical review of critical wisdom literature of ancient Indian tradition and examine how these precepts can complement and enrich the contemporary managerial frames.

The paper attempts to critically review remarkably deep religious and secular traditions of India and integrate them in a conceptual model.

The paper findings point towards the need for a holistic frame in overcoming fragmented viewpoints of contemporary management by strengthening the reflective domains of the managerial world.

The limitation of the paper lies in its didactic nature and the specificity of the contextual boundary limiting its ready transferability.

The paper provides a pointer in extending horizons of business or non‐business organizations in opening up their possibilities for achieving holistic managerial perspectives by combining economic, social and other higher order sustainable goals.

The paper's contribution is in its integrative value of some of the key themes of Indian wisdom literature and demonstrating their relevance to the modern management.

Action Research (AR) is presented as an interpretive conceptual framework through which an understanding of management systems can be achieved. The proposed interpretive framework is briefly described and examined as a comparative management framework. The merit inherent in AR as an interpretive comparative management framework is illustrated through an initial comparative analysis of US and Japanese management practices.