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This paper aims to help managers gain greater insight into issues relating to employees’ sense of mastery to contribute to improved employee performance.

Conceptual generalization was applied in this paper.

An analytical model consisting of seven elements that can be applied as a management tool for promoting a sense of mastery among employees was developed.

Managers have little insight into issues relating to employees’ sense of mastery, which can inhibit productivity.

Effective managers focus on the personal strengths of their employees. Managers select and surround themselves with the right people. Successful managers see and understand employees’ need to work on things that they are passionate about.

This paper used cybernetics and systemic thinking to solve mastery issues.

This paper aims to develop a methodology for teaching moral courage.

Conceptual generalization.

This study uses a five-step method for teaching moral courage, together with a seven-level sliding scale for developing attitudes related to moral courage.

This paper is an aspect of systemic education for pupils and students.

This study builds aspects of a methodology for education of active bystanders in moral conflict situations.

This study builds aspects of a systemic methodology for education of moral issues.

Beers viable model (Figure 1) has been used to visualize a model for teaching moral courage.

In the knowledge economy, where the business environment is characterised by turbulence and complexity, knowledge is the main source of creating both innovation and sustainable competitive advantage. This paper describes a conceptual model and an associated set of managerial and organising implications for the innovation‐led company. The question we are trying to answer is: which management and organising characteristics are necessary to manage innovation in the knowledge economy? The paper is based on in‐depth interviews of 32 CEOs and top executives in leading European organisations, 40 people known internationally for their ability to achieve and maintain a position among the top performers in their fields, and a “best practice study” of five leading international companies.

The purpose of this paper is to improve the theoretical understanding of the communicative processes in social systems.

Conceptual generalisation.

Aspects of a communications theory with three assumptions and ten propositions.

The method used and the findings.

Innovation implies newness. To define and measure innovation better, we investigated three dimensions of newness: what is new, how new, and new to whom? Drawing on prior research by Schumpeter and Kirzner, we developed a scale that addresses six areas of innovative activity: new products, new services, new methods of production, opening new markets, new sources of supply, and new ways of organizing. Using factor analysis on data from two separate field studies – 684 firms from eight industries and 200 information technology firms – we found that innovation as newness represents a unidimensional construct, distinguished only by the degree of radicalness.

The primary aim of the article is to create a systemic innovation theory.

In discussing the above, the article will draw on institutional theory, Miller's theory of living systems and systemic thinking. North's “action theory” and Asplund's “motivation theory” are also used to explain aspects of institutional innovations.

A systemic innovation theory, based on 14 propositions.

Further research should investigate the connection between innovation and economic crises.

Organizations, countries or regions, such as the EU, must make institutional changes that promote economic changes.

First, the article provides a new understanding of processes which foster innovation. Second, it attempts to provide a brief elaboration of Williamson's transaction cost theory. Third, it provides a new classification of service innovation, making it possible to make an analytical distinction between tangible and intangible service innovations. This distinction makes it possible to integrate service innovation as a natural element in all organizations. Fourth, the article provides a conceptual framework (“coin the frame”) around what the author has termed Asplund's “motivation theory” and North's “action theory”.