Ludwig von Bertalanffy created general systems theory in an effort to counter the oversight and endangerment of humankind by disciplinary specialization. Bertalanffy desired for a holistic worldview and openness to replace overspecialization. Although widely cited and regarded, his concept prevailed only at a fictitious level, mostly as a tool inside specialization, which many scholars are neither able to overcome nor complement with interdisciplinary, creative co‐operation. Similarities (isomorphisms) are not enough. Here, a system of seven groups of systems thinking principles, which serve as a framework for restoring Bertalanffian systems thinking without his exaggerations is presented.

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The paper examines how utilization of management tools supports enterprises’ operating in supply chains. The paper critically reviews the results of a previous, survey-based study, with a sample of 198 employees from Slovenian organizations, who assessed utilization of management tools in their organizations. With hierarchical regression analysis authors test the associations between management tools’ usage and enterprises operating in supply chain; the impact was controlled with the most significant personal and organizational drivers of management-tools usage. Results show that loyalty management, core competences, and scenario and contingency planning are most strongly associated with the supply chain management’s activities in organizations. The traditional supply chain management’ tools, like outsourcing, lean production and total quality management, are currently not considered to be important vehicles for supporting enterprises’ participation in supply chains. The results from this study suggest rethinking of the current focus of management tools utilization, when organizations try to improve their participation in supply chains. More management tools were measured than in earlier studies regarding management tools, supporting enterprises’ participation in supply chain; relations between management-tools utilization and enterprise participation in supply chain were empirically examined. In addition, the most commonly used management tools were considered simultaneously, which had not been done in prior studies.

PurposeThe purpose of this article is to look at the authors' own definition of systems thinking, which is applied to investigate management concepts. These are the most influential management concepts in Slovenia, a new EU member.Design/methodology/approachBetween 1999 and 2003 a letter survey was used in Slovenian organisations. In 1999 about 300 organisations and in 2003 more than 400 were addressed. The authors tested their questionnaire on a pilot sample of organisations, all items being closed qualitative questions. Data from questionnaire were entered into Lotus Notes database and from it into excel and SPSS for a statistical analysis. The management concepts were analysed by the factor and discriminatory analysis. Both of them enabled the authors to comprehend innovation of management concepts in the Slovenian economy.FindingsManagement innovation is the crucial precondition for innovation management, where innovation has not yet become the prevailing culture.Practical implicationsIn Slovenia, the authors came across no research on this topic, theoretical and applied at the same time. The governmental support gives the research a broader societal importance and a chance of a rather active impact over transition in Slovenian economy.Originality/valueThis paper offers broader possibilities for researchers and business people in order to better understand different management concepts and differences among them. This will help the reader to make better judgements while deciding to introduce the appropriate one.

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