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Global thinking in effective global organizations: A proposed framework

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dc.contributor.authorMustafa M.en_US
dc.contributor.authorYahya N.D.en_US
dc.contributor.authorTaufek F.H.M.en_US
dc.contributor.authorRomle A.R.en_US
dc.contributor.authorid57614465200en_US
dc.contributor.authorid57204323509en_US
dc.contributor.authorid57202219113en_US
dc.contributor.authorid56541753600en_US
dc.date.accessioned2023-05-29T06:39:46Z
dc.date.available2023-05-29T06:39:46Z
dc.date.issued2017
dc.description.abstractAuthentic global thinking requires respect for the enormous diversity of thinking and the continual creative development of diverse traditions, through dialogue and also through the fresh eyes of each new generation. Global co-evolutionary processes link individuals, societies and environments in complex ways for the creation and maintenance of "shadow spaces" of hegemonic thinking which is unique and innovative in its creativity. Hegemonic thinking can be characterized by "single-loop" learning or ideological thinking to achieve pre-defined goals. To actively seek to become attuned to the co-evolutionary sustaining of diversity and innovation for the full development of human life, there is a requirement to question goals and so to engage in "double-loop" learning. Organizations need to consider that learning systems engaged in not only "double-loop" learning of questioning goals but also of transforming goals and processes in accordance with an ethical vision of respect for all lives or "triple-loop" learning. This study attempts to explain the "triple-loop" learnings that requires the trust and autonomy of individuals and teams and thus allowing optimal synergies to emerge within organizations. Organizations can comprise of multiple "shadow spaces" of unique "triple-loop" learning innovation as well as adaptive structures of "double-loop" learning. Moreover, the "shadow spaces" can at best also become sites for mutual learning between multiple cultures. Key to "triple-loop" learning is the skill of acculturation whereby a person can be grounded in their ancestral culture, whilst also constructively, engaging with other cultures to synergize innovation. � Medwell Journals, 2017.en_US
dc.description.natureFinalen_US
dc.identifier.doi10.3923/jeasci.2017.8360.8364
dc.identifier.epage8364
dc.identifier.issueSpecialissue8
dc.identifier.scopus2-s2.0-85047453513
dc.identifier.spage8360
dc.identifier.urihttps://www.scopus.com/inward/record.uri?eid=2-s2.0-85047453513&doi=10.3923%2fjeasci.2017.8360.8364&partnerID=40&md5=e82a17111c0c62493d1f0a9a2090334b
dc.identifier.urihttps://irepository.uniten.edu.my/handle/123456789/23357
dc.identifier.volume12
dc.publisherMedwell Journalsen_US
dc.sourceScopus
dc.sourcetitleJournal of Engineering and Applied Sciences
dc.titleGlobal thinking in effective global organizations: A proposed frameworken_US
dc.typeArticleen_US
dspace.entity.typePublication
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