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Rewriting Leadership with Narrative Intelligence: How Leaders Can Thrive in Complex, Confusing and Contradictory Times
Type: Book
ISBN: 978-1-78756-776-4

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Article
Publication date: 1 December 1990

Tomas J.F. Riha

Economics, as one of the cultural and historical sciences, isresponsible for the investigation of the meaningful relation between thewhole and the parts, based on organic…

Abstract

Economics, as one of the cultural and historical sciences, is responsible for the investigation of the meaningful relation between the whole and the parts, based on organic linking and not on the mechanical‐causal relationship. The relevant contributions of the leading holistic school of thought – universalism – is thus described, focusing on the fundamental concepts and methods of understanding and on their possible application in economics. The article aims to aid present methodologists of economics and other social sciences, disenchanted with the individualistic and disjointed approaches of their respective disciplines, in building up a body of integrated theory and in suggesting new areas of research.

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International Journal of Social Economics, vol. 17 no. 12
Type: Research Article
ISSN: 0306-8293

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Article
Publication date: 1 March 1992

Yi Lin

Undertakes a systems study, in the language of mathematics, of the concepts of “wholeandpart”. The concepts of linked systems, product systems, Cartesian product…

Abstract

Undertakes a systems study, in the language of mathematics, of the concepts of “wholeandpart”. The concepts of linked systems, product systems, Cartesian product systems and inverse limit systems are used to study “wholeness”, and their factor systems are used and considered as “parts”. Discusses comparisons between models of “wholeand between “partsandwhole”. Presents the application background and poses some open questions.

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Kybernetes, vol. 21 no. 3
Type: Research Article
ISSN: 0368-492X

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Article
Publication date: 1 January 1977

RADMILA STOJANOVIĆ

Society is considered as a large system and, therefore, the inevitable planning of its development as a whole must be such that the focus is on the interaction: nature …

Abstract

Society is considered as a large system and, therefore, the inevitable planning of its development as a whole must be such that the focus is on the interaction: nature — man — society. The following topics will be discussed: The participation and coordination of natural and social sciences in the formation of the future of the human society, in general, and of various given social systems in particular; the most important reasons favouring the systems approach to socio‐economic planning; the consideration of the whole planning — action feedback cycle, i.e. the simultaneous planning of both large wholes and their parts alongside the continuous coordination of interests and goals at various levels of management in the economy as well as in the whole society (the so‐called convergence planning); three levels of the development plan of any economic system (the technical, the economic and the social plan of development and their unity. Technical, economic and social proportions in the process of development); the relationship of development policy planning and the technology of planning (development policy planning as a general social activity. Optimality of the planning system).

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Kybernetes, vol. 6 no. 1
Type: Research Article
ISSN: 0368-492X

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Article
Publication date: 1 March 1985

Tomas Riha

Nobody concerned with political economy can neglect the history of economic doctrines. Structural changes in the economy and society influence economic thinking and

Abstract

Nobody concerned with political economy can neglect the history of economic doctrines. Structural changes in the economy and society influence economic thinking and, conversely, innovative thought structures and attitudes have almost always forced economic institutions and modes of behaviour to adjust. We learn from the history of economic doctrines how a particular theory emerged and whether, and in which environment, it could take root. We can see how a school evolves out of a common methodological perception and similar techniques of analysis, and how it has to establish itself. The interaction between unresolved problems on the one hand, and the search for better solutions or explanations on the other, leads to a change in paradigma and to the formation of new lines of reasoning. As long as the real world is subject to progress and change scientific search for explanation must out of necessity continue.

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International Journal of Social Economics, vol. 12 no. 3/4/5
Type: Research Article
ISSN: 0306-8293

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Book part
Publication date: 1 January 2005

Kyoungsu Kim

Chen, Mathieu and Bliese (this volume) propose a useful framework for conceptualizing, testing, and validating multi-level constructs. Their framework focuses on the…

Abstract

Chen, Mathieu and Bliese (this volume) propose a useful framework for conceptualizing, testing, and validating multi-level constructs. Their framework focuses on the differences in constructs that occur between individuals and groups. One key question arises with their approach: What happens if the validity of constructs is viewed as potentially varying not only between individuals and between groups but also within individuals and within groups? The focus on within-individuals and within-groups variations is called “frog-pond effects.” Based on such frog-pond effects, this chapter reconsiders the approach of Chen et al. and discusses some of the implications of adding this perspective to multi-level research.

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Multi-level Issues in Organizational Behavior and Processes
Type: Book
ISBN: 978-1-84950-269-6

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Book part
Publication date: 8 February 2021

Jon-Arild Johannessen

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Communication as Social Theory
Type: Book
ISBN: 978-1-80043-985-6

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Book part
Publication date: 19 May 2009

Francis J. Yammarino and Fred Dansereau

Following from the cutting-edge work of Stephen Wolfram in A New Kind of Science (2002), in this chapter we propose “a new kind of OB” (organizational behavior) based on…

Abstract

Following from the cutting-edge work of Stephen Wolfram in A New Kind of Science (2002), in this chapter we propose “a new kind of OB” (organizational behavior) based on the varient approach to theory building and testing. In particular, we offer four simple, yet comprehensive theories to account for individual behavior, interpersonal relationships, group dynamics, and collectivized processes in organizations. In each case, two constructs, their association, and the levels of analysis of their operation are proposed. While the four theories proposed here are simple notions, they can explain a variety of complex phenomena and behavior in organizations.

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Multi-Level Issues in Organizational Behavior and Leadership
Type: Book
ISBN: 978-1-84855-503-7

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Article
Publication date: 1 December 1995

William B. Wolf

Presents the thoughts on decision processes of Chester I. Barnard, one of the century’s greatest management theorists. Includes his classic article, “Mind in everyday…

Abstract

Presents the thoughts on decision processes of Chester I. Barnard, one of the century’s greatest management theorists. Includes his classic article, “Mind in everyday affairs”; his unpublished book, “The Significance of Decisive Behaviour in Social Action”; his correspondence with Herbert Simon, and significant comments found in his personal papers.

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Journal of Management History, vol. 1 no. 4
Type: Research Article
ISSN: 1355-252X

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Book part
Publication date: 25 July 2012

Barry Sugarman

Here is a new conceptual framework for organizational learning (OL) that applies to both planned reform and emergent change. It integrates strategic and operational, micro…

Abstract

Here is a new conceptual framework for organizational learning (OL) that applies to both planned reform and emergent change. It integrates strategic and operational, micro and macro perspectives. It has three parts: (a) a revised definition and typology of OL, (b) seven reform stories that define stages and tasks, (c) a management and assessment guide demarcating four areas of OL: (i) action learning within core operations; (ii) sharing learning and innovations across the organization; (iii) mission/s-beyond ambidexterity; (iv) integration-managing mission conflicts and other paradoxes, which ensure endogenous change. Dynamic capability is therefore intrinsic to this view of OL that is illustrated from two cases: NYPD and public school reforms.

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Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78052-807-6

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