Equilibrium Psychology of “Equality-Inequality”: Cause or Effect?

Inequality is everywhere. The psychological balance of individuals who experience internal and external environments depicts the resilient capability. The equilibrium state of “equality-inequality” showcases causal-effect in psychological health and contributes to the inequality inheritance passed on to the next generations.

Chương 2 Phân tích môi trường marketing (analysis marketing environment)

Major internal and external environments affect the company’s ability to engage customers and build customer relationships

Thermality Versus Objectivity: Can They Peacefully Coexist?

Under the influence of external environments, quantum systems can undergo various different processes, including decoherence and equilibration. We observe that macroscopic objects are both objective and thermal, thus leading to the expectation that both objectivity and thermalisation can peacefully coexist on the quantum regime too. Crucially, however, objectivity relies on distributed classical information that could conflict with thermalisation. Here, we examine the overlap between thermal and objective states. We find that in general, one cannot exist when the other is present. However, there are certain regimes where thermality and objectivity are more likely to coexist: in the high temperature limit, at the non-degenerate low temperature limit, and when the environment is large. This is consistent with our experiences that everyday-sized objects can be both thermal and objective.

Rural Healthcare Enterprises in the Vortex of COVID-19: The Impact of Public Policies on the Internal and External Environment

The public policies implemented in order to contain the spread of COVID-19 in the community have created issues both in the internal and the external environments of the Greek rural healthcare enterprises. This study aimed to investigate the full extent of the issues (internal and external) caused by the public policies. Regarding the external factors, we examined the state, the local authorities, the financial institutions, the social stakeholders and the citizens. Regarding the internal factors, we focused on turnover, liquidity, working conditions, internal changes related to patient care and the implementation of protective measures. A qualitative research was conducted among twelve rural healthcare business owners in the form of semi-structured interviews. The research was conducted in the fall of 2020 during the second phase of COVID-19. The research showed that these enterprises were severely impacted by the government’s public policies. Local authorities were not involved due to lack of competence. The business owners were unwilling to support their enterprises via bank lending. During the first phase of COVID-19, citizens postponed nonessential medical examinations, causing a reduction in these enterprises’ turnover. As a result, in the following periods, these enterprises faced liquidity problems. However, they developed social objectives and implemented protective measures for their employees and patients. The present study contributes to the mapping of the factors affecting the internal and external environments of rural healthcare enterprises along with the public policies developed in times of prolonged crisis. These kinds of data are crucial to the business world and government officials voting on social policies. One cannot rule out the possibility of a new financial or health crisis; the findings of this study can prove to be a useful tool in the process of decision making.

The 3/2 Country Market Evaluation Model: Inclusive Emerging Market Paradigm

The authors present a new country market selection model using a three filter/two phase approach to scanning: 1) a macro filter using mega aggregate country statistics (external environments) in the rough cut phase with “broad fit” company compatibilities (values, vision, goals, capabilities, management feel) and critical success factors (make or break issues); 2) anEM filter to consider and evaluate emerging country markets of potential, also in the rough cut phase, matching the EM factors “broad fit” with the critical success factors of the organization and 3) a micro filter using key success factors for the company and product, market structural factors, and industry/competition factors which produce a “narrow fit” in the diamond cut phase with the organization’s objectives, strategies and resources. The emerging markets will be given full consideration in this model and factors selected will be chosen with the “fit” of the specific company, product, strategies, internal and external environments pertinent to the unique blend of variables in the industry/organization.

People Adjust Recency Adaptively to Environment Structure

Recency effects—giving exaggerated importance to recent outcomes—are a common aspect of decision tasks. In the current study, we explore two explanations of recency-based decision making, that it is (1) a deliberate strategy for adaptive decision making in real-world environments which tend to be dynamic and autocorrelated, and/or (2) a product of processing limitations of working memory. Supporting explanation 1, we found that participants strategically adjusted their recency levels across trials to achieve optimal levels in a range of tasks. Furthermore, they started with default recency values that had high aggregate performance across environments. However, only some correlations between recency values and WM scores were significant, providing no clear conclusion regarding explanation 2. Ultimately, we propose that recency involves a combination of the two—people can strategically change recency within the limits of WM capacities to adapt to external environments.

Bringing the biophysical to the fore: Re-envisioning organizational adaptation in the era of planetary shifts

The nature and scope of changes in organizations’ external environments is without precedent due to planetary shifts, or major changes in earth’s biophysical systems. Our theories of organizational adaptation lack the capacity to explain what will be needed on behalf of business organizations, and their strategists and managers, to adjust to these shifts. In this essay, we review organizational adaptation theory and explain why it falls short of offering adequate explanations in an era of planetary shifts. We then draw on ecological theories of adaptation, with their focus on social-ecological systems and panarchy, to suggest ways to advance organizational adaptation theory for our times.

The politics of anti-austerity protest: South Korea in 1997–1998 and Greece in 2009–2010

Why does austerity confront varying degrees of popular resistance? While prior research primarily addresses the economic threat of austerity as the stimulus for anti-austerity protest, a growing volume of studies highlights the roles of external environments in moderating the mobilizing effect of austerity. This study challenges the recent literature on the moderating role of external environments, pointing out that it tends to overlook the distinction between structural and contingent aspects of external environments. I undertake a paired comparison of carefully chosen cases, South Korea in 1997–1998 and Greece in 2009–2010, to examine the moderating roles of the two aspects of external environments—each aspect is characterized through the notion of political opportunity drawing on Rootes’ work. Results reveal that structural and contingent opportunities played distinct roles in promoting (Greece) and hampering (South Korea) the growth of anti-austerity movements, initially triggered by the economic threat of austerity in both countries.