Purpose The purpose of this paper is to report about research how Society 5.0 balances Industry 4.0, responsible economic development and resolution of social problems by advancement of corporate social responsibility (CSR) in organizations. Design/methodology/approach Drawing from organization, sustainable development and social functionalism theories, the authors designed an integral model of CSR in line with goals of a forward-looking and socially responsible society. This study includes analyzing of present governing principles, multidisciplinary and multifunctional consideration and developing of integral framework for CSR in organizations. Findings This study’s findings suggest incorporation of technology in models of CSR, a regionally grounded solving of individuals’ social problems and changing of CSR’s environmental, social and economic dimensions according to circumstances of Society 5.0. Practical implications This study has created guidance for improvement of CSR practice in organizations through its responsible operating and behavior grounded on the governing environmental and social circumstances in modern society. It also revealed new possibilities for interest-based usage of human-centered society among individuals and organizations. Originality/value The reported study proposed an integral model of CSR for solving the main social problems with usage of advanced technologies in responsible economic growth founded on circumstances of Society 5.0, previously not considered in literature.

Purpose-In the global competitive environment, managers of organizations must permanently rethink and renew their work, especially about the use of different managerial tools. A selection of suitable management tools for organization requires consideration of characteristics of the known tools, comparison of different tools, and consideration of demands and conditions of the organizations. But direct comparison of different management tools is not possible because of their content-related and methodological differences. In management theory, various authors tried to consider the use of management tools more deeply. The main purpose of this paper is to examine the influence of important organizational factors on usage of single management tools in Slovenian organizations. Thus, we consider: 1) usage patterns of management tools in different areas worldwide, 2) the influence of single organizational factorsi.e. education, position, and working years, on the usage of management tools in Slovenian organizations, and 3) the influence of a linear combination of selected factors on usage of management tools in Slovenian organizations. Design/methodology/approach-A qualitative analysis is applied on the basis of the selected cognitions from Management, and Organization. The quantitative analysis includes desk research about the management tools, and analysis of the results from a survey about management tools in Slovenian organizations in 2010. In examining the impact of the considered organizational factors (separately and in combination) on management tools we use linear regression analysis to predict the influence of single factors and linear combination of the selected factors on the use of selected management tools. AMOS 17.0 was used for analysis. Findings-Intensity of management tools usage in Slovenian organizations is similar to the global patterns, while patterns of their usage are rather different. Examination of factors influencing usage of the top five management tools in Slovenian organizations reveal: education has the strongest impact on the usage of management tools, the impact of employees' position in organization is weaker, and the impact of working years is very weak. When we take into consideration all three predictors simultaneously, the impact of education and position becomes weaker, while the impact of working years becomes insignificant. We apply a deeper approach to gauge the influence of organizational factors on usage of the selected management tools. The impact of other considered factors, we find, is not significant. Research limitations/implications-Research is limited to a hypothesis, broader qualitative aspects encountered during desk research, and some quantitative analysis of results from our survey. We test our hypotheses and the chosen model on the top five management tools most used by employees in Slovenian organizations. Practical implications-Authors try to overcome the prevailing practice of very general consideration of management tools usage, especially regarding organization...

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.

Many observers find that humankind is in crisis due to lack of holism and due to too much reductionism-in human thinking, insight, decision-making and action-caused by increasingly narrow specialization per professions and disciplines. Systems theory surfaced good five decades ago to fight this problem. But it keeps losing its battle, including in its own arena. Specialization is unavoidable, but it is frequently not enough. Good three decades of experience of this contribution's author have demonstrated that his concept of the 'dialectical system' and 'law of requisite holism/realism' can offer a response. It shows a way towards holism/realism as an overarching worldview, which is capable of providing room for many systems theories and specialized/traditional theories to work together, because they are interdependent, that is, needing each other.

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