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

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.