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Complexity science may be described as a feminine science because it demands holistic thinking, something that women are generally better at than men. A total of 50 women leaders in the USA, Canada, Australia, and the UK were interviewed, women who displayed what is called “third possibility leadership”, that is they were able to hold masculine and feminine values and behaviors in dynamic balance. Finds that they displayed characteristics in common: they were “paradoxical”, they gathered people together, they were “wholistic” thinkers, and they displayed well‐developed “relational intelligence”. Although they were effective leaders, their style of leadership was often invisible, and even demeaned, for socio‐cultural reasons.

The aim of this chapter is to survey present globally present societal trends in the era of globalization, which are creating a new context for education and for the field of Comparative and International Education. The trends include the ecological crisis, the population explosion and demographic dynamics, increasing mobility, the technological revolution, especially the ICT revolution, growing affluence, the neo-liberal economic revolution, the rise of a knowledge society, the fourth industrial revolution, changing social relations, democratization, the demise of the once omnipotent nation-state, the persistent but new presence of religion, and the rise of the Creed of Human Rights. These powerful, interrelated set of societal changes, which are getting spread worldwide on the wings of globalization, is creating a new world, of (in Comparative Education nomenclature) an unprecedented new context, forcing the scholars in the field to tread unknown territory. These forces depicted in this chapter constitute a framework for subsequent chapters in the book, where the response of humanity in the education sector, to meet the challenges these forces constitute, will be the theme.

Executive development and education have proceeded on the basis of two developments as a result of shifts in government policy over the past two decades. The first is marketisation, the belief that marketplace ideology is best, and the belief that the private sector functions better and more rationally than the public sector. The second is performance, the belief that performance can be controlled. It is argued that these trends are myths that have developed into the performance cult. This paper argues that even knowing you cannot be in control doesn't stop you trying to be in control, but understanding what is happening enables us to stay active in negotiating our daily lives moment by moment.

In the history of economic thought, a number of heterodox economic thinkers have focused upon the manner in which economic doctrines are built upon an essentially unexamined vision of social reality. Karl Marx referred to this vision as an ideology generated in the interest of the ruling class. Thorstein Veblen saw it as a complex of preconceptions reflecting prevailing beliefs. Joseph Schumpeter saw these visions as providing the “raw material for the analytic effort” of economists. [Schumpeter, 1954:42] In all three instances the vision was understood as a complex of assumptions concerning social reality that economists accept uncritically, if not unconsciously, and upon which the science of economics is constructed.

The bourgeoisie, wherever it has got the upper hand, has put an end to all feudal, patriarchal, idyllic relations. It has pitilessly torn assunder the motley feudal ties that bound man to his “natural superiors,” and has left remaining no other nexus between man and man than naked self‐interest, than callous “cash payment.” It has drowned the most heavenly ecstasies of religious fervour, of chivalrous enthusiasm, of philistine sentimentalism, in the icy water of egotistical calculation (Marx, 1848: 475).

In 1996 Hubert Saint‐Onge and Smith published an article (“The evolutionary organization: avoiding a Titanic fate”, in The Learning Organization, Vol. 3 No. 4), based on their experience at the Canadian Imperial Bank of Commerce (CIBC). It was established at CIBC that change could be successfully facilitated through blended application of theory such as system dynamics, and the then emerging notions of “chaos and complexity”. The resulting enterprise was termed an evolutionary organization (EVO), and CIBC has continued since to re‐invent itself with great success. Although the all‐embracing nature of chaos and complexity was understood, in retrospect the impact of non‐rational people‐factors, e.g. emotion, trust, openness, spirituality were underestimated. Introduces the six papers included in this special issue, which illustrate how much more sophisticated chaos and complexity have become in the decade since Hubert Saint‐Onge and Smith first began to apply the notions at CIBC. However, although the papers in this issue present some evidence of managerial “take‐up” of chaos and complexity, whether “take‐off” will ever ensue is questionable. It is proposed that, just as in the 1990s, if there is one thing that more than any other stands in the way of exploration and adoption of these ideas, it is management mindsets.

The current literature lacks discussion on the effects of synergy among multiple factors at different levels on foreign subsidiary performance. The purpose of this paper is to explore the configuration of factors affecting foreign subsidiary performance.

The methodology adopted in this paper is the fuzzy-set qualitative comparative analysis (fsQCA). The data are obtained from 125 foreign subsidiaries of Chinese MNCs through questionnaire surveys and secondary data.

The research results reveal that five configurations of antecedent conditions predict high foreign subsidiary performance, and the other two configurations predict not-high performance.

This paper’s main limitation is its only focus on foreign subsidiaries of Chinese MNCs, which means that the findings should be generalized with precaution. The most valuable implication is to identify the configurations that lead to high and not-high foreign subsidiary performance.

This paper addresses the question of how interdependent factors at the national and corporate level are beneficial to foreign subsidiaries’ performance.

This study makes the following contributions to current theories: It provides (1) new insights for understanding the complex causality between antecedent conditions and foreign subsidiary performance and (2) a practical reference for the multinational operations of foreign subsidiaries.

When understood as an inevitable inconsistency of individual plans, disequilibrium is not only a necessary condition for the existence, and hence understanding, of the market process as we know it, it is also the glue connecting three other “Austrian” themes. In equilibrium heterogeneity of resources would have no strategic significance, specific and private knowledge would be much less problematic, and no profits net of contractual rent payments would be earned. In the real world of disequilibrium firm differences are not a mystery, rent is not an indication of inefficiency or monopoly power, and there is room to analyze, admire, reward, and consult about successful business strategy. Rent appropriation comes from ownership of valuable resources. And a successful strategy, one that earns enhanced rents, is one that acquires ownership of valuable and value-creating resources. Such a strategy is dependent for its success on superior vision (or luck), something which cannot exist in equilibrium.

The chapters collected in this volume were originally given at a memorable 2005 conference in Edmonton, Canada. Our host was the Wirth Institute for Austrian and Central European Studies. The conference organizer, Professor Vivek H. Dehejia of Carleton University assembled an impressive and amiable group of scholars, each of whom has a serious interest in the Austrian school of economics. The Wirth Institute took its current name in recognition of the generous endowment of Dr. Manfred Wirth and his son Dr. Alfred Wirth. Their generosity to the institute reflects a commitment to their Austrian heritage that extends beyond present-day Austria to encompass the broad cosmopolitan legacy of central Europe as a whole. Conference participants could not fail to notice the dedication of Wirth Institute staff including its Director, Dr. Franz A. J. Szabo, to the common cultural legacy of central Europe.