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This conceptual article presents a schematic for use with extended cybernetic recursion in living systems and applies it to the issue of hyper vigilance as a demonstration of its utility.

The test-operate-test-exit (TOTE) schematic of Miller et al. (1960) is critically evaluated along with other schematics, including those of ordered cybernetics, and a new schematic is proposed, a recursive test-operate-test (rTOT), which emphasizes teleological purpose and hierarchical structure. The background psychophysiology of trauma is reviewed and then rTOT is applied to hyper vigilance, a cardinal component of post-traumatic stress disorder (PTSD).

Once the schematic was developed, it was applied to the behavior of hyper vigilance. Other applications are suggested.

As demonstrated, the rTOT schematic has potentially wide application because of its pragmatic and detailed structure.

The rTOT requires careful consideration of teleological purposes for its application and is simple enough, but also complex enough, for relevant utilization. Its compact nature and adjustable hierarchy scope are good mini-max complexity solutions for cybernetic, information modeling schematics.

The revealed teleological purpose of the trauma adaptation of hyper vigilance presents significant alternative formulation options for prevention and intervention.

While the rTOT schematic is derived from previous schematics, it is original in its emphasis on information processing, the teleological aspects of extended recursion and on the provision of a hierarchical structure for those recursions. It is considerably more compact than other schematics associated with the ordered cybernetics literature. The explication of the adaptation model for post-trauma consequences is significantly enhanced by the rTOT application.

Analyzes how consumers make decisions involving ethical issues. In particular, investigates the extent to which consumers rely on ethical norms (deontology) versus the perceived consequences of behaviors (teleology) in forming their ethical judgments and in determining behavioral intentions in situations involving ethical issues. The results based upon three studies, including a national sample of adult consumers, reveal that consumers tend to rely primarily on ethical norms and less on perceived consequences in forming ethical judgments. Results also indicate that consumers, to a large degree, rely primarily on ethical norms in determining their behavioral intentions in situations involving ethical issues. Finally, a number of personal characteristics were tested as moderating variables, but results were generally inconclusive, despite some evidence that education and religiosity may be moderators.

Despite its perceived benefits, organic food has very limited uptake in the consumer market. Many studies have investigated the causes of this slow adoption, but limited attention has been paid to the ethical motives of consumer preference for organic food. Also, no research has addressed this issue through an unobtrusive data collection method. Therefore, this netnography-based qualitative study explores the deontological and teleological ethical motives for organic food consumption through the lens of Hunt and Vitell's general theory of marketing ethics.

User-generated content in the form of posts and comments from a food-related Facebook page, Food Matters (https://www.facebook.com/foodmatters), with over 2.3m followers, was thematically analysed using Hunt and Vitell's general theory of marketing ethics. Over 1.5m posts and comments were mined through Facepager 4.0.4 after due approvals. Organic-food-related content was manually screened. Netnography, an Internet-based ethnography technique which is a relatively underutilised and unobtrusive method of data collection, was employed on selected content to understand the consumer behaviour towards organic food in an online environment.

This study analysed a total of 158,583 posts and comments generated between March 2008 and December 2019. Out of these, 2,243 posts and comments were focussed on organic food. A total of seven themes emerged out of which six were found to be inextricably linked to ethical values of organic food consumption; three deontological (moral obligations, moral accountability and moral outrage) and two teleological (perceived risk and perceived benefits) themes. However, the seventh theme, consumers' lack of trust in organic food retailers, emerged as a major barrier in the proliferation of organic food.

This study is the first application of Hunt and Vitell's general theory of marketing ethics in organic food. The novel findings are that trust is a bigger issue than the price differential of organic food. Implications for marketers, policymakers, retailers and certification bodies are discussed to extend the current knowledge of motives and barriers to organic food.

The purpose of this paper is to identify the necessary or sufficient methodological elements contributing to benchmarking's effectiveness and to establish them within an acceptable theoretical framework: a theory of benchmarking.

A causal approach is applied to organizational benchmarking's current definitions and implementation frameworks. The resulting theoretical framework is compared with current benchmarking praxis to explain its effectiveness and satisfy historical criticisms. Supervenience and entailment relationships between benchmarking parties, within the umbrella of Peircean Causation, determines the feasibility of a benchmarking proposition.

Benchmarking effectiveness can be established from an organizational axiom and five logical conditions. This paper proposes a new encompassing definition of benchmarking, reduces its typology to a single form, explains current practices and addresses historical criticisms. The logical conditions also explain the effectiveness of business excellence frameworks such as the Malcolm Baldrige National Quality Award and ISO 9000.

A theoretical framework for benchmarking provides a platform for extending the theory of organizational improvement.

A theoretical framework for benchmarking has potential to enhance organizational sustainability by reducing wasted effort.

The research establishes a new definition of benchmarking and the necessary and sufficient conditions for its effectiveness.

The purpose of this paper is twofold. First, to examine, on the basis of a teleological time orientation, the differences and similarities between actions that take place before and after the sales and purchases of advanced service solutions; and second, to stress that an active consideration of time facilitates the development of satisfactory service solutions to the service provider (SP) and service receiver (SR) (both) and maintenance of the long-term and complex business-to-business (B2B) service relationships in contrast to a passive consideration of time.

The authors have applied a multi-method design based on: in-depth interviews with key informants at software providers and their customers; analysis of textual documents and structured observations of customer-software provider actions; and follow-up interviews. This study is based on four phases in an industry to examine different views to enable data triangulation.

Complex B2B service relationships are affected by time in an active way, namely, time in the present is linked to customer expectations and their perceptions through two points: the experience (from past) of the SP and the SR and the service solution, previsualized (from future) before the service is implemented. Each interaction between the seller and the buyer progressively changes the mindset of both from the initial position of each (active consideration of time).

The paper highlights the importance of an active treatment of time and cross-functional SP teams, since the individual salesperson may not possess the knowledge or resources to successfully deal with SR demands in complex B2B service relationships.

SPs should train, support, supervise and evaluate the whole team so that it interacts properly and performs appropriate and timely actions toward a successful outcome with their SRs.

The paper contributes to enhance the understanding of time-oriented sales and purchases in complex B2B service relationships based on advanced service solutions, all of which have rarely been addressed in either previous studies or in theory.

Andrew Williams and I have argued since the early 1990s that not only have equity (and subsequently most other assets classes) come to be dominated by institutional ownership of various types, an observation that many have made and documented at length, but that the majority of those institutions are fiduciary ones (primarily pension and mutual funds in the United States). More recently pension and mutual funds have been the source of the majority of funds for many ‘alternative’ investments, such as hedge funds, private equity and commodity funds. In the last two decades there have been parallel developments in other countries, although the form of the institutional investors vary widely, from fiduciary ones mostly in common law countries to fiduciary-like ones in many civil law jurisdictions (e.g. the Netherlands), to some sovereign wealth funds (e.g. Norway and Australia and some others) which do not have fiduciary obligations as such, but in their legal mandates and practices are structured much like those that are fiduciary or fiduciary like. As discussed below, all these (in addition to some other large institutional owners) are universal owners, that is, they own a representative cross section of their investment universe (which increasingly is a global universe). Given their ownership structure characterised by a large degree of diversification, universal owners' long-term interests to a large degree coincide with the economy as a whole.

Networks are by now popular inter-organizational coordination modes. However, there is still much to know regarding how networks are governed and how their governance develops and changes through time.

This paper addresses the research question how does the governance form of networks develops over time by empirically studying the European telecommunications regulatory network using a case study approach.

We find that the network’s governance system is determined by the dialectical tension between network members (National Regulatory Agencies) and an external very influential body (the European Commission).

This tension unifies the group in the classic external conflict–internal cohesion fashion. We also identify a second dialectical tension internal to the network among its members. The tensions are triggered by evaluations carried out by an external actor (the European Commission). In general, the process observed confirms the propositions that predict a formalizing of the governance as the network grows older.

This research is based on a single case, a broader analysis of other regulatory networks among network industries at the European Union level will help researchers to establish a more comprehensive picture on the development of the governance form of this specific subset of goal-directed networks.

This chapter is an appreciation of and a critical reflection on Sarasvathy's work on the causation and effectuation models of entrepreneurship. While Sarasvathy has made significant contributions to the field, it is suggested that more fruitful results can be achieved if two modifications are made. First, it is argued that the six dimensions on which the two models differ are independent and therefore it is more fruitful to focus on the dimensions rather than on the two models. Second, it is argued that a pragmatic view of entrepreneurship is most fruitful when it is not applied at the level of the entrepreneurial process, but at the level of underlying human actions.

This chapter proposes that organizational strategy formation should be characterized theoretically as a process that is subject to several interacting forces, rather than represented by separate discrete decision-models or theoretic perspectives, as is commonly done in the strategic management literature. Based on an extensive review of relevant theory and empirical work in strategic decision-making, organizational change theory, cognitive and social psychology, and strategy processes, seven kinds of “forces” – rational, imposed, teleological, learning, political, heuristic, and social – are identified as interacting in and having significant influence on the strategy formation process. It is further argued that by applying a holistic “forces-view” of the significant and interacting influences on strategy formation, we can better understand the dynamics and challenges in managing the process of defining and changing organizational strategies.