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The purpose of this paper is to introduce service‐learning 2.0 model based on four new paradigms in the global business landscape: connectivity, creativity, community, and complexity.

The paper reviews four paradigm shifts and their effects on service‐learning practices and methodology: wikinomics and mass collaboration, collective intelligence and open innovation, appreciative inquiry and positive organizational scholarship (POS), and self‐organizing systems and the new sciences.

Service‐learning 2.0 can be used to develop our students' twenty‐first century thinking skills through applied community engagement projects, namely: interactivity and interconnectedness, innovation and insight, and inspiration and intuition, integrative and interdisciplinary thinking.

Service‐learning 2.0 principles and pedagogy can help students appreciate and prepare for increasing complexity and paradox of management and organizations in the light of global, social and organizational changes of the twenty‐first century.

Service‐learning 2.0 model represents the pedagogy, principles, and processes that are better suited to the global, technological, and social changes and challenges of the 21st century.

The authors do not claim that the following represents the views of any one tribe but instead the culmination of the academic literature written on the topic. Marketing’s current Western dominant social paradigm (DSP) is said to perpetuate “green”, yet unsustainable practices. The DSP does not support strictly pro-environmental practices and its proposed alternative, the new environmental paradigm (NEP), lacks in-depth conceptualisation, especially concerning business and marketing activities. However, the two paradigms contrast so much that a shift from one to the other is vehemently argued against and conceptually rife with problems. This paper aims to expand upon the merits of the NEP using indigenous people’s environmental philosophies [1] – as examples of historically supported and successful sustainable philosophies. It conceptualises a Relational view to provide a more practical alternative to the DSP and includes propositions for marketing implementation of this perspective.

By explicating both the DSP and NEP and reflecting on each through an indigenous Māori view, this paper provides propositions for a broadened paradigm that supports sustainability and its application for sustainable marketing.

The implications of this research are in the area of paradigm development and in providing an alternative paradigm to that of the DSP. This paper is the first to fully explicate parts of the NEP and considers a solution to the problems of changing the current DSP so drastically by broadening the NEP using a Relational worldview.

The propositions and examples provided in this work give practical application of the newly presented paradigm for marketers influenced by indigenous belief systems.

This paper is the first to explicate parts of the NEP and broaden its reach by integrating a Relational worldview as an alternative to drastically changing the current DSP. It does so by proposing that marketers embrace a middle ground that is influenced by indigenous belief systems.

The purpose of this paper is to address four questions: what are the drawbacks of an over reliance on the objectivist tradition in culture in international business (CIB) scholarship? Is a shift from mono-paradigmatic to multi-paradigmatic cultural research justified? What explains scholars’ hesitation in engaging in multi-paradigmatic studies? What arguments can we offer to convince them otherwise?

Informed by the critical perspective, this paper encourages a shift from mono-paradigmatic to multi-paradigmatic cultural studies. Guided by an emancipatory interest, and treating the field of culture studies as a complex system, this paper offers an integrative complexity (IC) based argument in favor of multi-paradigmatic studies. It argues that multi-paradigmatic studies allow scholars to employ higher IC than mono-paradigmatic studies, resulting in more innovative research outputs.

While mono-paradigmatic studies can achieve either predictability of output or in-depth understanding of cultural phenomena, multi-paradigmatic studies are capable of attaining both. The authors illustrate this through the example of a recent multi-paradigmatic study.

This paper does not offer insights for operationalizing multi-paradigmatic research, nor does it address factors other than IC that may impede scholars from engaging in such studies.

Shifting from mono-paradigmatic to multi-paradigmatic studies will enable scholars to address questions hitherto left unaddressed in CIB literature, facilitate a better understanding of new organizational forms, and redress the power disequilibrium between different paradigmatic schools. Implications are also offered for the training of cultural researchers in business schools.

This paper is the first of its kind to relate IC to merits of multi-paradigmatic cultural studies.

This paper develops the concept of “strategic value configuration logics”. It posits that there are four fundamental and enduring strategic value configuration logics that have pervaded industrial, service/information, knowledge and Web/network macroeconomic paradigms. The paper reviews prominent microeconomic paradigms associated with each macroeconomic paradigm, and links these via value drivers and value configuration logics prominent in each paradigm. Four strategic value configuration logics, value‐adding, ‐extracting, ‐capturing, and ‐creating are presented. Exemplary companies like Cisco Systems, Microsoft, Skandia Insurance, Morgan Stanley, and Dell computers, rather than offering revolutionary new business models, actually manage fundamental strategic value configuration logics extremely well.

This chapter suggests that enhancing sustainable development in the age of technologies requires reflection about the relationship between business practice and sustainable development, as well as clarification of the relationship between sustainability and sustainable development. At the core of business activity is the definition of sustainable development defined by Brundtland (1987) as ‘meet[ing] the needs of the present without compromising the ability of future generations to meet their own needs’. Although that captures only one aspect of the sustainability story and its relationship to sustainable development, it nonetheless shapes business approach in research and in sustainability practices. To illustrate the contradictions and tensions in practice so far, this chapter uses three lenses: measurement in environmental, social and governance (ESG) investment, the problem of scalability and the challenge of bias in artificial intelligence (AI). It is not clear that we need a paradigm shift, but a shift in mindsets around sustainability business practice will be needed if sustainable development is to be enhanced in the age of technologies.

School administrators must be forward looking and recognize shifting paradigms in contemporary society. The rapid rate of change in the new millennium influences administrators in the small rural school district as well as the large urban school district. An effective school administrator understands the significance of needed change and consequences of what it means to be a change‐driven school administrator. A starting point for an effective school administrator is to know when it is time to leave one paradigm and embrace a new paradigm shift.

The former communist bloc countries of Eastern Europe are currently undergoing a paradigm shift towards a democratically‐based market economy. First discusses the new role of managers in these dramatically changing countries according to the technical, conceptual and human dimensions; then pay for performance, goal‐setting and feedback which are suggested as practical management development techniques that can help Eastern European managers to meet their performance challenges now and in the future.

Discusses the theoretical and philosophical underpinnings of relationship marketing (RM) to show that RM is but one, albeit perhaps a major, manifestation of the ongoing paradigm shift in business and marketing. The rapid revolutionary changes in the economic and technological environment of business (such as the information revolution) made simultaneously both possible and necessary the changes that can be summarized as a fundamental paradigm shift. Further, it can be argued that this paradigm shift itself is a logical end result of two phenomena: the perennial quest to get closer to the customer and the ever widening scope of business and marketing towards a holistic view of the processes. The external and internal forces that led to the paradigm shift in business and marketing were manifested early in service marketing for natural reasons. Thus it is understandable that the concept of RM was first conceived of in service marketing but it is by no means limited to it. The parallel development in business is often labelled partnering (strategic alliances and partnerships).

A model is developed which allows an organization to assess its environmental perception and how that perception may impact its response to stakeholders. The model differentiates an organization’s socioecological responsibility across four dimensions for placement on Colby’s five‐paradigm continuum, which ranges between the frontier economic paradigm and new ecological paradigm. This article provides a useful means of assessing the ecological paradigm utilized by firms and offers criteria that may assist the organization in developing a competitively valuable environmental stance.

Philosophers and historians of science, along with scientists themselves, have long been interested in the problem of theory succession: “How does one theory supersede another?” Concern with this general topic has led to the development of two major recent theories regarding the issue. These theories of theory succession have emerged principally from reflection on physics. In the eyes of most scientists, this is probably appropriate, since physics seems to offer (at least to most observers) science in its purest form.