Confronting complex situations is the hallmark of strategic decision-making. While these situations may be perceived as equivocal, organizations must cope, act, and thrive within such ambiguities. This study explores the manifestation and regulation of equivocality during strategic marketing decision-making. The results indicate that organizations that tolerate ambiguity perceive greater equivo...

Leaders play crucial roles in their enterprises. Most modern organizations today, such as corporations and government departments, have no leaders. About 80% of all top structures, are run by inertia leaderless organizations. These pretense-pseudo structures filled roles, CEO, Department Head/Secretary, EVP, VP, others, but this non-accountable system mostly harms than benefits the organization...

We present a method for evaluating the capacity of a network of organizations to function as Information Integration System (IIS) as required in the performance of complex common objectives such as the design of inter-sectoral policies in "Health and Environment". Inspired by the information integration theory issued from the modeling of consciousness, the method poses that the information inte...

If knowledge management is to be more than an art, it needs to be based on a sound epistemology and understanding of organizations. We present a paradigm and an ontology of organizational knowledge based on Karl Popper’s 1972 and later works on evolutionary epistemology, Maturana and Varela’s concept of living things as self-producing complex systems (“autopoiesis”), and theories of hierarchica...