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This study aims at offering a comprehensive thesis about the relationship between different cultural values and innovativeness.

Building on the human emancipation perspective and using data from Hofstede’s, Schwartz’s, and Inglehart’s cultural frameworks, the authors conduct a cross-national investigation into the effects of cultural values on national innovativeness.

The analyses show that emancipatory cultural dimensions such as rationality, secularity, self-expression, individualism, low uncertainty avoidance, long-term orientation, mastery and autonomy have significantly positive associations with national innovativeness. The opposing cultural values, such as traditionalism, religiosity, survival, collectivism, high uncertainty avoidance, short-term orientation, harmony and conservatism, have negative associations with national innovativeness.

This study contributes to the literature by putting forward a comprehensive and theory-driven explanation of the relationship between cultural values and innovativeness, by using all of Hofstede’s, Schwartz’s and Inglehart’s dimensions, by incorporating ethnic, linguistic and religious diversities and by applying alternative measures of the national innovativeness.

Current theories of organization tend to discuss the management of change across networks in a grammar of instrumental reason, thereby offering legitimacy to the imperialism that emerges when groups come together in a shared‐change experience. However, by adopting principles of critical theory, the social research project initiated by a group of scholars known as the “Frankfurt School”, we may challenge this degradation of knowledge and its companion, human domination. A critical theory of interorganizational change reveals three forms of organizational imperialism: cultural domination, cultural imposition, and cultural fragmentation. From this perspective, we may understand the deleterious human, social and cultural consequences of organizational expansionism, and thereby initiate a dialogue for cultural emancipation, a more meaningful, culturally sensitive approach to change.

Here Marx's philosophy is dissected from the angle of bourgeois capitalism which he, Marx, sought to overcome. His social, political and economic ideas are criticised. Although it is noted that Marx wanted to ameliorate human suffering, the result turned out to be Utopian, contrary to his own intentions. Contrary to Marx, it is individualism that makes the best sense and capitalism that holds out the best hope for coping with most of the problems he sought to solve. Marx's philosophy is alluring but flawed at a very basic level, namely, where it denies the individuality of each person and treats humanity as “an organic body”. Capitalism, while by no means out to guarantee a perfect society, is the best setting for the realisation of the diverse but often equally noble human goals of its membership.

Marx's formulation of the alienation problematic is grounded in a strategic set of underlying assumptions concerning the human condition. On the one hand, people are seen as the creators of their material and mental world through their labour activity. They are endowed with natural human qualities, creative powers and historically existing potentialities that are essential to human growth. People are, in essence, free, creative, productive beings of praxis in conscious control of their activities and the world they have created. But the material and mental products of human labour (e.g. commodities, ideas, social institutions) assume an autonomous life of their own. They come to rule over people as dehumanizing objects and powers, as alien and hostile forces operating independently above and against the common will of their own creators. People no longer experience themselves as active human agents in conscious control of their life circumstances. Their own productive activities, human creations, social relationships and nature at large remain alien and beyond their grasp. The realization of natural human capacities and potentialities for a genuinely human life in an alienating world of domination and oppression is consequently thwarted, repressed or denied. Alienation is construed as a universal social phenomenon that pervades all spheres of human life in the existing world.

Examines how information systems design may enable progress towards the “ideal speech situation” where free and undistorted communication between equally empowered agents may take place and result in a consensus that has been rationally negotiated. Considers the assumptions of several current information systems design proposals which claim to encourage social reflexivity among the design participants. Develops an analysis of whether or not a systems based solution may be developed which is truly emancipatory for the individual living and working within an organization.

Extensions/applications/revisions of the Marxian vision of socialism can broadly be categorized into two polar strands: the centralized and the decentralized strands of socialist economic systems. Explores the main postulates of a decentralized version of a socialist economic system as provided by Kautsky, Luxembourg, Bernstein, Bukharin and Lange. The centralized strand of socialist economic systems has been elaborated drawing mainly from the writings of Lenin, Trotsky, Dobb, Sweezy and Baran.

This article investigates the intellectual roots of perestroika. Mikhail Sergeyevich Gorbachev, the architect of perestroika claims that his programmes and policies are aimed at a revolutionary transformation of the Soviet economy from an overly centralised command system of management to a democratic system based mainly on economic methods and on an optimal combination of centralism and self‐management. To facilitate the restructuring process, Gorbachev simultaneously initiated two sweeping political reforms: glasnost (no “radical change is possible without it”); and demokratizatsiya (”there is no present‐day socialism, nor can there be, without democracy”). Therefore, prominent features envisaged by perestroika would presumably include: an optimal combination between centralism and self‐management, that would imply decentralisation in the economic management of the country; replacement of administrative methods by economic methods, that would emphasise economic incentives and market processes more than machineries of central planning; democratisation and openness in Soviet society, aimed at guaranteeing greater democratic rights for citizens, and pluralism in governmental and political processes.

What sets Rand apart from other critics of Marx is that she is a philosophical/ethical/ political individualist who rejects the claim by Marx that “The human essence is the true collectivity of man” and advances, instead, a neo‐Aristotelian theory to the effect that each of us is a human individual – that being human is essentially to be self‐directed and that the kind of society that is truly suited to human living must secure the individual his or her sovereignty.

This conceptual paper first examines the critical evolutionary stage of systems methodologies – from hard systems to soft systems, and elaborates their different focuses. This paper further explores the granularity of the “softness” of systems methodologies, and identifies a missing part: emotion. The emotional aspect of systems is associated to various soft elements of systems methodologies, such as value, perception, human well‐being, creativity and learning. Unfortunately, existing literature does not demonstrate a sufficient consideration of the role of emotion in systems methodologies. This paper incorporates the emotional aspect and discusses the role of emotion in effective systems methodologies.

The purpose of this paper is to argue that the epistemology of the strategic literature is dominated by a Modernist (scientific) and Cybernetic system approach and that other epistemological options especially critical management studies and complex self‐adapting systems, might provide greater insight for strategic thinking.

An extensive review of the literature was undertaken.

The current dominant way of thinking about management is based on closed system notions of causality in which good enough long‐term prediction is possible. The process PLOC depends totally on this foundation. If a system's long‐term behaviour is unpredictable, then using the PLOC model is questionable. In the current turbulent business environment long‐term prediction may not be possible.

The life expectancy of a firm is only 40 years. Using closed system concepts to drive businesses to the equilibrium of a business plan may be killing the business, because a complex self‐adapting system in equilibrium is dead.

Very little work, especially in strategy has been done outside the Modernist paradigm. This paper explores the possibility of incorporating open system ideas into a strategic methodology.