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Human and Social Capital Management Based on Complexity Paradigm: Implications for Various Stakeholders and Sustainable Development

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  • Mladen Djuric
  • Jovan Filipovic

Abstract

We argue that human and social capital management models, based on complexity theory as a metaphor, may contribute to sustainable development in the long run, while at the organizational level they serve as an umbrella for strategic alignment of employees’ behavior. We propose possible linkages among complexity, a variety of constructs, and human and social capital, to stimulate creation of a sustainable management mentality based on understanding of the worldview concept, with factors that influence it more instantly (terror management), or more incrementally (simulacra), in the ways exhibited in some natural or historical phenomena (such as swarming). In this light, throughout the paper we provide novel solutions for different governance and management systems (environmental, HR, marketing, social responsibility etc.) outside their frontal actions to conclude how policy makers may use this paradigm shift to achieve stronger stakeholder engagement and establish sustainable equilibrium among human, social and other forms of capital. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment

Suggested Citation

  • Mladen Djuric & Jovan Filipovic, 2015. "Human and Social Capital Management Based on Complexity Paradigm: Implications for Various Stakeholders and Sustainable Development," Sustainable Development, John Wiley & Sons, Ltd., vol. 23(6), pages 343-354, December.
    • Handle: RePEc:wly:sustdv:v:23:y:2015:i:6:p:343-354
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    Cited by:

    1. Mladen Djuric & Marina Dobrota & Jovan Filipovic, 2020. "Complexity-based quality indicators for human and social capital in science and research: the case of Serbian Homeland versus Diaspora," Scientometrics, Springer;Akadémiai Kiadó, vol. 124(1), pages 303-328, July.
    2. Muhlis Can & Zahoor Ahmed, 2023. "Towards sustainable development in the European Union countries: Does economic complexity affect renewable and non‐renewable energy consumption?," Sustainable Development, John Wiley & Sons, Ltd., vol. 31(1), pages 439-451, February.
    3. Yuqiu Lu & Guowei Li & Zhe Luo & Muhammad Anwar & Yunju Zhang, 2021. "Does Intellectual Capital Spur Sustainable Competitive Advantage and Sustainable Growth?: A Study of Chinese and Pakistani Firms," SAGE Open, , vol. 11(1), pages 21582440219, February.
    4. Sher Zaman Khan & Qing Yang & Abdul Waheed, 2019. "Investment in intangible resources and capabilities spurs sustainable competitive advantage and firm performance," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 26(2), pages 285-295, March.
    5. Mladen Djuric & Jovan Filipovic & Stefan Komazec, 2020. "Reshaping the Future of Social Metrology: Utilizing Quality Indicators to Develop Complexity-Based Scientific Human and Social Capital Measurement Model," Social Indicators Research: An International and Interdisciplinary Journal for Quality-of-Life Measurement, Springer, vol. 148(2), pages 535-567, April.
    6. Chang Liu & Zihao Xin, 2024. "Does environmental, social, and governance practice boost corporate human capital inflow in China? From the perspective of stakeholder response," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 31(4), pages 3251-3273, July.

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