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The equation of unified knowledge says that S = f (A,P) which means that the practical solution to a given problem is a function of the existing, empirical, actual realities and the future, potential, best possible conditions of general stable equilibrium which both pure and practical reason, exhaustive in the Kantian sense, show as being within the realm of potential realities beyond any doubt. The first classical revolution in economic thinking, included in factor “P” of the equation, conceived the economic and financial problems in terms of a model of ideal conditions of stable equilibrium but neglected the full consideration of the existing, actual conditions. That is the main reason why, in the end, it failed. The second modern revolution, included in factor “A” of the equation, conceived the economic and financial problems in terms of the existing, actual conditions, usually in disequilibrium or unstable equilibrium (in case of stagnation) and neglected the sense of right direction expressed in factor “P” or the realization of general, stable equilibrium. That is the main reason why the modern revolution failed in the past and is failing in front of our eyes in the present. The equation of unified knowledge, perceived as a sui generis synthesis between classical and modern thinking has been applied rigorously and systematically in writing the enclosed American‐British economic, monetary, financial and social stabilization plans. In the final analysis, a new economic philosophy, based on a synthesis between classical and modern thinking, called here the new economics of unified knowledge, is applied to solve the malaise of the twentieth century which resulted from a confusion between thinking in terms of stable equilibrium on the one hand and disequilibrium or unstable equilibrium on the other.

This study aims to develop a framework to systematize the emerging literature on integrated thinking and offers empirical insights on how integrated thinking has been practiced within an organization. The paper also introduces the contributions that compose the special issue “exploring integrated thinking in action: theoretical interpretations and evidence from the field” and outlines avenues for future research.

The paper critically reviews the literature on integrated thinking and proposes a framework that classifies prior studies into three areas, namely, integrated thinking and sustainable strategies; integrating thinking in practice; the concept and measures of integrated thinking. The study also provides an illustration of the ways in which integrated thinking has been adopted by a European energy company to shape and execute its purpose-driven strategy, as well as the benefits that have emerged. The paper uses the framework developed from the literature to introduce the contributions of the special issue and to suggest future research opportunities.

The study shows that while the literature on integrated thinking is still in its infancy, the evidence emerging from contemporary organizations supports empirical-driven research and stimulates a variety of theoretical and empirical contributions that will enable the academic debate to move forward.

The theoretical and practical insights offered by this study, together with those provided by the papers of this Meditari Accountancy Research special issue, will foster future research on integrated thinking. In particular, the framework developed in this paper may be drawn upon by researchers to plan new research projects on integrated thinking and its adoption within organizations.

The main aim of the paper is to show the necessary convergence of two promising but under‐explored research fields, intellectics and inventics, into a new one, that of intellectual invention, and to discuss new ways of thinking which can be efficient in building an invention culture.

These purposes are achieved in an interdisciplinary way, in which the various scientific approaches are governed by a philosophical perspective that ensures the conceptual level and the unity of the discourse. The philosophical approach itself is practised in several specific fields and at various levels, being used in order to lay the foundations of a new domain of research. Specific theoretical problems are elucidated through concrete examples furnished by sciences and discussed from the perspective of inventics. Graphical representations help in giving a systemic and integrative perception of complex issues.

The paper defines in a comprehensive way the two partially studied and till now separately conceived research fields; delimitates and characterizes a new domain of study, of crucial theoretical and practical interest; analyses some types of intellectual techniques involved in all sorts of inventive activity; identifies the main new ways of thinking encouraged by the information technologies and shows their forms and manifestations, as well as the new values promoted by their development. There are proposed some improvements on sociological thinking from the perspective of inventive thinking. The emergence of an invention ethics is anticipated as a necessary component of an invention culture.

Proposes a new field of research, that of the intellectual invention, analyses the main instruments of its study and development, and uses the results of different sciences in order to lay the philosophical foundations of invention ethics as part of the future invention culture.

The purpose of this paper is to illustrate and discuss the main features and key challenges of an original post-graduate education program designed according to an innovative theoretical framework promoting design thinking in a rhizomatic approach. By involving different stakeholders, the aim of this entrepreneurship education program is to disseminate rhizomatic, design-based learning competencies and thereby contribute to revitalizing a region’s socio-economic fabric.

Through the use of a pilot case, the paper exemplifies the application of the design thinking approach combined with the rhizomatic logic. Design thinking enables dealing with the complexity, uncertainty, and ill-defined problems that often characterize a business reality while the rhizomatic process combines the production of collective knowledge through a non-linear, complex and emergent path that nurtures innovation.

This entrepreneurship education program exemplifies a viable strategy to deal with a regional economic crisis by engaging different local actors including enterprises, local institutions, municipalities, and universities. It demonstrates the potential value of a new educational approach as a powerful lever to activate the energy of people, their competencies, relationships, shared projects, and new entrepreneurial ventures. The first edition of the program offers ideas, practices, and challenges to all stakeholders of potentially similar education projects.

The depicted pilot case allows us to exemplify how a design thinking framework reinterpreted on the basis of a Deleuzian rhizomatic perspective can enable developing innovation as a way of overcoming difficulties and succeeding, an essential prerequisite for many entrepreneurial organizations today.

This paper seeks to present new insights into strategic thinking, proposing a model of strategic thinking competency.

To find new knowledge, the research applies the Straussian grounded theory research method using multiple sources and techniques of data inquiry: in‐depth interviews, observations, literature review, and related published documents. The sample cases are business leaders of leading high growth companies in their respective markets, representing eleven different industries in Thailand.

Among many new knowledge, the study found seven characteristics of strategic thinking that impacts strategy formulation, strategic actions, and business performance: conceptual thinking ability, visionary thinking, analytical thinking ability, synthesizing ability, objectivity, creativity, and learning ability. This set of abilities and skilled are termed “strategic thinking competency”.

In‐depth interview data inquiry method has potential bias towards positive information. Although the study covers many industries, the small number of sample cases limits degree of generalization. A constraint of qualitative research method in interpretation of the results is reduced by comparing empirical results to the literature.

The “strategic thinking competency” model offers a framework for developing strategic thinking of business leaders and managers which contributes to better strategy and better business performance. Human resource developers may apply the model for designing training programs to develop better strategic thinkers.

Better strategic thinking could help improving efficiency and effectiveness of business and general management.

The study introduces a model of “Strategic Thinking Competency” with seven characteristics, proposing a new way of defining strategic thinking.

To provide a practical overview of strategic thinking concepts and practices for marketing and other managers that can help them improve their strategy making.

The raw materials of strategic thinking are illustrated by case studies and examples from a range of industries to aid managers in their successful application. The principles and techniques are presented in four categories: thinking strategies, strategic decision making, strategic competencies and visualizing strategy.

Offers marketers an approach for moving beyond the automatic application of traditional strategic frameworks to identify and to achieve breakthrough strategies. Recognizes the real power of strategic thinking as a source of competitive advantage.

The principles and practices proposed represent a practical system for enhancing strategic promise and performance, as well as for reducing the risks of strategic failure.

The marketing discipline is long overdue in applying the same attention and rigor to strategic thinking that it applies to strategic planning and this paper offers managers practical help in identifying and developing strategic thinking competencies.

The first Principia Mathematica (1686) by Sir Isaac Newton with reference to natural philosophy and his system of the world has largely contributed to the first revolution in scientific thinking in modern times. It has created the conceptual basis of modern science in the classical tradition by providing the tools of analysis and the technique of reasoning in terms of stability—from—within or, as we would say today, the model of stable equilibrium conditions.

This paper aims to introduce an analytical focus on an individual’s integrative thinking capacity to further understand integrated thinking within the organisation. Integrated thinking is an elusive concept, gaining in prominence through its use by the International Integrated Reporting Council (IIRC), without specific guidance or a commonly understood framework. To date, the academic debate on integrated thinking addresses the organisational level only. However, thinking is a process occurring within the mind of an individual and therefore the prerequisites for integrated thinking at the individual level needs to be considered. Critical reflection is, therefore, provided on the interplay between integrative and integrated thinking.

This paper draws on conceptual systems theory and case site analysis to reflect how integrative thinking can be encouraged and supported within the individual and how integrated thinking can hence be fostered within organisations.

The paper analyses and discusses four sites of integrative thinking: the Athenian democracy; the Minangkabau community; the Quakers and consensus decision-making; and the Apis Mellifera and the hive mind. The findings from these different sites illustrate that integrative thinking can be supported by specific structural, organisational and individual contexts and stimuli.

Extending the context of integrated thinking analysis outside of the organisation and analysing these sites through components of integrative thought, this article provides further insights into how integrated thinking can be fostered within different organisations. The implications of these findings for accounting and professional institutions, organisations and the ongoing professional development of accountants are discussed.

Researchers at the University of Virginia's Darden Business School and the Design Management Institute report on field research into how widely design thinking is being adopted in leading companies and how effectively is it being adapted in a variety of industries.

They interviewed boundary spanners – leaders who operated at the intersection of design and business – in a number of Fortune 100 organizations and focused on ten organizations where design thinking was having an impact on practice.

They found that design thinking was, in fact, also a problem solving process, not just an innovation process.

Examples are anecdotal.

Learning from design tools – such as, ethnographic interviewing, customer journey mapping and job-to-be-done analysis – encouraged team members to stay involved with the problem long enough to reframe the opportunity.

The highest payoff from adopting a design-thinking approach was not necessarily in identifying a solution, but rather in innovating how people worked together to envision and implement the new possibilities they discovered.

Investigates, in Part 1, the effects of West German stagnation in the 1980s following on from the welfare state doctrine of the 1960s and 1970s, which led to an economic and social crisis becoming inevitable. Shows this is not purely a German problem but one that also affects almost all other capitalist countries – either developed or developing. Expresses irony that the former communist bloc countries should also be engulfed in such crises. Proffers explanations and recommendations to offset the problems in Germany. Part II looks at Israel and how it has begun to emerge from its 1974 austerity programme by Rabin. States that Israel must initiate a new system of stable equilibrium to open a new era that is very possible, but involves economic and social thinking to avoid previous mistakes.