Social Systems: Resources and Strategies

Brazhnikov, Pavel

doi:10.20944/preprints201710.0044.v1

Cited by 2 publications

(1 citation statement)

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“…As stated before, social systems could have different priorities depending on their resource base [31]. With scare resources, they would be centralized to increase their security through the maximum synergy.…”

Section: Difference Between Centralized and Competitive Systemsmentioning

confidence: 99%

Social Systems: Structure, Development and Application of the Fibonacci Sequence

Brazhnikov¹

2021

ECO

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This article presents description of social structures such as, for example, states, in the context of their consideration as systems. Moreover, it seeks to develop K. Marx's model in terms of systematic approach, as well as to justify the application of the Fibonacci sequence to systems in general and, in particular, to social systems. The description covers a wide range of issues, ranging from the assertion of the basic principle of living systems as patterns in resources flows to description of functions of various aspects of states and their economics in terms of objective needs of such structures. In addition, this article justifies synergetic effect based on proposed model, and the way this effect is applied to state systems. Moreover, it includes the description of main changes of socio-economic formations throughout the history as a natural development of social systems, including possible modern stages. The fundamental tool of this description is description of essence of the mechanism of property rights and its formation options. The differences of two extreme directions of such development are also described on the basis of the objective factor of resource provision. Special attention is given to the concept of surplus value as a feature of social production systems.

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Section: Difference Between Centralized and Competitive Systemsmentioning

confidence: 99%

Social Systems: Structure, Development and Application of the Fibonacci Sequence

Brazhnikov¹

2021

ECO

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Strategic Behavior Categorization in Information Technology Outsourcing: An Analysis Based on Knowledge Transfer and Relational Governance

Poleto

Nepomuceno

Carvalho

et al. 2022

ASI

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This paper proposes a strategic behavior categorization between the contractor and the provider in information technology (IT) outsourcing. We identified four behaviors (or attitudes) focusing specifically on the contractors’ attitudes: (a) conservative, (b) collaborative, (c) opportunistic, and (d) transformational. Theoretical concepts from IT Outsourcing, Relational Governance, and Knowledge Transfer were used to derive the study hypotheses. A questionnaire was developed to collect the information to test the hypotheses. An empirical analysis of a sample of 247 Brazilian companies was used, supporting the grouping of the companies as follows: 38.49% of them had the conservative attitude; 29.14% of them had the collaborative attitude; 14.97% of them had the opportunistic attitude; and 17.40% of them had the transformational attitude. We found that the relational attitudes should be adjusted to the individual contractors’ conditions, specific characteristics, and sectors. Our results also emphasize that the type of outsourced activity (traditional or customized) enables the managers to identify the need to balance the participation in relational governance. This study brings innovations to the understanding of the importance of the relationship between the contractor and the supplier, supporting, for example, the prioritization of new relational profiles according to the level of the IT service that was contracted, whether it is traditional or customized.

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Social Systems: Resources and Strategies

Cited by 2 publications

References 1 publication

Social Systems: Structure, Development and Application of the Fibonacci Sequence

Social Systems: Structure, Development and Application of the Fibonacci Sequence

Strategic Behavior Categorization in Information Technology Outsourcing: An Analysis Based on Knowledge Transfer and Relational Governance

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