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A new non-technological innovation to manage socio-economic crises and to build new economy and society. Economic theory that is based on fictitious market cannot manage building them, because it is one-sided and fails; the model suggests solving the crises and building new economy and society based on human requisite holism (HRH), creativity-based well-being (CBWB) and social responsibility (SR). The paper aims to discuss these issues.

Qualitative economic analysis using HRH, CBWB, SR and dialectical systems theory (DST) is applied.

The current global socio-economic/environmental crisis reflects decision-makers' one-sidedness and resulting oversights. HRH and SR support both holism and honesty and help to combat the negative impact of decision-makers' behaviour. SR can support holism and honesty better, if well-being is extended to CBWB, and if SR is upgraded with increasing CBWB, not welfare alone. Both SR and CBWB support HRH. The innovative synergy of CBWB and SR enables the solution of crises and the new economy and society beyond the currently practiced fictitious market. DST backs HRH, CBWB and SR, an ethic of interdependence and requisite holism (RH) approach, enabling requisite wholeness of outcomes.

Empirical data are from Slovene enterprises.

The RH approach to managing socio-economic crises helps practitioners to rebuild modern society.

Available literature offers no similar concept.

The aim of this paper is to present a research on how – the extremely necessary – systemic rather than one-sided and short-term behavior can enjoy support from (corporate and individual) social responsibility (SR) enhanced by transformational leadership as a source of success.

Based on the previously published empirical research, the authors use qualitative research methodology including desk and informal field research, the Dialectical Systems Theory and its law of requisite holism.

The entire humankind is in big trouble and facing the danger of the Third World War resulting from the “war against terrorism” proclaimed in USA in 2002 and making close to 100 million persons need relief aid; this situation is because of monopolies in the global economy, both business and government monopolies. Application of knowledge that might be able to solve the problem depends on values, culture, ethics and norms that prevail in all/any entities from families via corporations and other organizations, countries, international entities (such as European Union) to the entire world and humankind (and its United Nations Organization). The most influential of all of them are the corporations, hence, their corporate governance and strategic management. Hence, they should urgently implement SR principles and methods supporting its realization instead of the prevailing short-term and one-sided criteria of right and wrong, for clear and proven economic reasons; satisfied and healthy people are causing much less cost and trouble than strikes, medical care, renewal of safe natural environment, wars, unhappy/abused partners, etc.

The hypothesis is researched to the greatest extent possible, with qualitative analysis in desk and field research. Quantitative methodological approach took place in the cited previous publications.

For humankind and managers, the use of the transformational leadership is very important because of its positive impact on health and well-being of employees and, hence, on humankind’s survival in the current global socio-economic crisis.

Good health and well-being of employees reduce many societal troubles and related cost resulting otherwise from the too short-term and narrow-minded behavior of managers and employees, potentially their families as well, all way to tens of millions of homeless migrants, killed and injured people, children with no chance for education, etc.

No similar concept is offered in the available literature.

This paper aims to present the findings of the research about the role of different intelligences in overcoming the differences in employee value system as a source of success.

Based on their previous research, the authors used desk and informal field research, the Dialectical Systems Theory and its Law of Requisite Holism.

The integration of one’s personal development with one’s individual intelligence influences human value systems. Knowledge and developing of various types of intelligence matter: it lets individuals develop faster, in the long run. The higher one’s level of intelligence is, the easier one finds it to face problems or experience. Thus, one is becoming a mature personality, who can overcome extreme alternatives to the briefed human values. This process can also receive meaningful support from the exercise of social responsibility, which is one’s responsibility for one’s impacts on society, i.e. people and nature. Success of the process depends on “personal requisite holism”. The top managers need significantly more emotional and social competences than the others.

The topic is researched with qualitative analysis in desk and informal field research. Quantitative methodological approach took place in the authors’ cited previous publications.

Work distribution makes the leaders and subordinates differ in prevailing values, too. Mastering of these differences will support business success, survival of jobs included and well-being of coworkers from both groups. Application of the cognitive, emotional and spiritual intelligences might help the organization meet this need. The fourth – physical intelligence – supports ensuring the psychological well-being at work; from this, other mentioned intelligences have been developed. Mastering of these differences can also receive support from methods of creative cooperation, social responsibility and personal requisite holism; the authors have reported about these elsewhere, and only point to these in this study.

The more holistic intelligences system generates a more socially responsible society.

No similar concept is offered in the available literature.

This paper aims to develop a multiple-criteria model for the assessment of human resource management (HRM), focusing on groups of organizations with respect to industry.

The approach presented in this paper follows the framework procedure for multiple-criteria decision-making based on the Quantified Dialectical Systems Theory. It considers the factor analysis results in structuring the problem. By considering several experts’ judgments already when measuring the importance of criteria, it enables respondents to omit those sets of criteria for which they are neither experts nor responsible.

The paper shows that the factor analysis results can also be used in structuring the multi-dimensional concept in multiple-criteria model for assessing HRM – a step forward to multi-methodology. The obtained aggregate values show human resource managers the key success and failure factors to adopt an integrated/requisitely holistic and innovated strategy related to HRM in organizations.

The approach presented in this paper helps managers in developing and implementing a requisitely holistic model of HRM, adapted to several groups of organizations, such as with respect to their industry, in any country.

This paper provides recommendations for HRM in organizations.

This paper fills the gap in the research on multiple-criteria HRM assessment in organizations with respect to their industry by developing a multiple-criteria model for the assessment of HRM in groups of organizations, with application based on their industries.

The purpose of this paper is to provide a new non‐technological innovation to manage socio‐economic crises. Economic theory, which is one‐sided and fails, cannot manage these crises; the model suggests that crises should be solved using social responsibility (SR), human requisite holism (RH), and well‐being (WB).

A qualitative analysis using SR, Human RH, and WB, as well as dialectical systems theory, is applied. Field research involved Slovenian mid‐sized enterprises.

The current global socio‐economic/environmental crisis reflects decision makers' one‐sidedness and resulting oversights. SR supports their holism and honesty and fights their abuse of impact. SR can help solve crises by reducing human one‐sidedness better, if SR is upgraded with increasing WB, not welfare alone. Both SR and WB support RH behavior. The innovative synergy between WB and SR leads to a solution of crises. Dialectical systems theory supports WB and SR.

The hypothesis is researched to the greatest extent possible, with qualitative analysis in desk and field research.

Findings support new requisitely holistic approach to managing socio‐economic crises in politics and business.

Available literature offers no similar concept.

The purpose of this paper is to provide a new non-technological innovation concerning management processes in organization, focussing on occupational health promotion as a part of social responsibility (SR). Employer’s occupational health promotion includes systemic and systematic activities for good employees’ social, physical and mental health; synergy is suggested.

A qualitative analysis using SR, dialectical systems theory and human resource management is applied.

A healthy company can be built by occupational health promotion, which must take place socially responsibly and requisitely holistically.

Qualitative analysis is applied in desk and field research on Slovenia.

The novel socially responsible, requisitely holistic approach to managing employee’s health, exposing personal and corporate SR prevents oversights and resulting failures.

Available literature offers no similar concept.

The consequences of human social irresponsibility urge socially responsible reactions. The authors expose the consequences of socially irresponsible behaviour and state possible requisitely holistic tools to eliminate organisations’ dangerous and socially irresponsible behaviour. This paper aims to examine how the viable system model (the VSM) used as a diagnostic tool can help organisations support socially responsible behaviour.

Given the variety of systems methodologies, the authors selected the VSM as a key methodological tool of Organizational Cybernetics. A case-study approach is used to demonstrate the power of the VSM as a diagnostic tool.

Humans need to replace recklessness and selfishness by faster re-orientation towards a socially responsible society. By following the cybernetic circle of the preparation and implementation of the management process and practising social responsibility via the VSM, organisations can conduct socially responsible business operations for a socially responsible society. Respecting the pluralist nature of social responsibility and a limited framework of the VSM, the VSM analysis needs to be supported by interpretive systems approaches, such as Strategic Assumptions Surfacing and Testing (SAST).

The presented study’s limitation is the case study of a selected organisation from Europe. The discussion could be relevant to each organisation, which is observed as a viable system. The insights gained with this case study can be broadened by empirical research involving diverse organisations from various countries.

Research results indicate socially irresponsible behaviours of the researched organisation and possible ways of overcoming them. The cybernetic circle of the preparation and implementation of socially responsible management processes through the VSM offers a possible path towards more social responsibility in organisations. Moreover, the VSM should be used in combination with interpretive systems approaches, such as SAST.

The generality of the VSM indicates that decision-makers could use the VSM for diagnosing socially irresponsible behaviour in organisations and for redesigning organisations to help develop a more socially responsible society.

The paper contributes to a cybernetic framework and methodological support to social responsibility. This study could serve as an essential starting point for organisations wishing to take further steps towards social responsibility.