CMMU Center for Research on Sustainable Leadership

25/04/2026

FOR IMMEDIATE RELEASE

📢 College of Management, Mahidol University 🇹🇭 Research Featured as Global Standard in Elsevier's The Sustainability Handbook

BANGKOK, THAILAND – The College of Management, Mahidol University (CMMU) is pleased to announce that its pioneering Organizational Theory of Sustainability Vision has been recognized as a "leading practice" in The Sustainability Handbook by Elsevier. As a key handbook in the sustainable development field, the Handbook provides a comprehensive and holistic understanding of sustainability, bridging the gap between academic theory and business practices, given that “there is nothing more practical than a good theory,” a statement made by the world's famous psychologist Kurt Lewin.

This inclusion of Mahidol University's theory represents a historic achievement for the Thai academia, as it remains the only management theory originating from Thailand to be internationally recognized and thoroughly integrated into a global "Body of Knowledge" for sustainability innovation. The theory is featured prominently in Chapter 52: Sustainability Innovation Roadmap, where it is identified as the primary scholarly basis for defining strategic organizational objectives that successfully balance the Triple Bottom Line: environmental, social, and economic outputs.

"This recognition by Elsevier is a profound testament to our 'Wisdom of the Land in Management Education' vision," stated Assoc. Prof. Dr. Prattana Punnakitikashem, Dean of the College of Management, Mahidol University. "By exporting Thai-developed intellectual capital to the international community, CMMU is contributing to global knowledge in the same vein as other world-class business schools. We are not merely teaching management; we are creating the pioneering frameworks that help the world’s most successful organizations navigate a sustainable future."

🥇According to Dimensions, a comprehensive, interlinked research data platform, the Mahidol University's theory is currently recognized as "extremely highly cited" and is performing at "23 times more citations than average." Over 51% of these were recorded in the last two years alone, indicating "intense current interest" from the global scientific community, endorsing Mahidol University's significant contribution to the development of the sustainable development field.

Like other world-class business schools, we at CMMU do not only teach the knowledge of others particularly from the Western world, we also teach our own internationally recognized knowledge that is relevant to the constantly changing world.

A premier business school in Asia, CMMU is dedicated to the "Wisdom of the Land" philosophy. It focuses on developing social responsibility and leadership excellence through research that bridges the gap between academic rigor and global business application.

Media Contact:
Sooksan Kantabutra, PhD
CMMU Center for Research on Sustainable Leadership
College of Management, Mahidol University
Email: sooksan.kan @ mahidol.ac.th

25/04/2026

24/04/2026

FOR IMMEDIATE RELEASE

📢 Mahidol University’s Theory of Corporate Sustainability Adopted by New Jersey Institute of Technology (NJIT) in Global Study on Crisis Innovation

BANGKOK, THAILAND – Mahidol University's pioneering Theory of Corporate Sustainability has served as a primary theoretical foundation for a new study by the New Jersey Institute of Technology (NJIT). The study, titled "Voices in the storm: how community conversations fuel entrepreneurial innovation in crisis," was published in the International Journal of Entrepreneurial Behavior & Research (2026). It explores how startups navigate extreme uncertainty, such as the COVID-19 pandemic, by leveraging community networks.

The research was conducted by Bhaskar Goswami, Shanthi Gopalakrishnan, and Xi Zhang (NJIT) and involved an empirical analysis of 80 entrepreneurial ventures. The findings highlight that Network Diversity and Strategic Effectiveness—both pillars of the Mahidol University model—are the key predictors of success during a global crisis.

🎯 Validating the Mahidol University Framework on a Global Stage
The researchers from NJIT’s Martin Tuchman School of Management strategically integrated the theory to explain the mechanics of organizational resilience. Specifically, the theory is used in the following ways:
📍 Conceptualizing Targeted Innovation
The NJIT researchers cite Kantabutra and Ketprapakorn (2020) to establish a distinction between "random, resource-constrained innovation" and "targeted, opportunity-driven innovation." This is a central theme of the study, which argues that entrepreneurs move from unstructured responses to strategic ones by engaging with their community of inquiry.
📍 Evidence of Organizational Resilience
The research team references Kantabutra and Punnakitikashem (2020) as evidence that entrepreneurial ventures are known for their "innovative spirit" and demonstrate remarkable resilience and adaptability when confronted with adversity, such as a global crisis.
📍 Linking Strategy to Absorptive Capacity
The NJIT researchers uses Kantabutra and Ketprapakorn (2020) to explain realized absorptive capacity. They argue that while interaction with a community provides information, this capacity is what enables entrepreneurs to "synthesize this information into strategies that foster resilience and targeted innovation."
📍 Justifying Effective Functional Strategies
When discussing the Effectiveness of Functional Strategies (EFS), the NJIT researchers again point to Kantabutra and Ketprapakorn (2020) to show how creativity and strategic efficiency help alleviate uncertainty and enable "targeted exploration" of new innovative ventures within a firm's domain.

🎯 The Power of "Voices in the Storm"
The study finds that a crisis alone does not trigger innovation. Instead, the process is mediated by an entrepreneur’s interaction with a Community of Inquiry (COI). The Mahidol theory provided the necessary academic "bridge" to prove that these interactions are only effective when leaders possess the strategic agility to internalize and act upon external knowledge—a core tenet of the Sufficiency Economy philosophy promoted by the CMMU Center for Research on Sustainable Leadership.

"We are honored to see our Theory of Corporate Sustainability being utilized by prestigious international institutions like the New Jersey Institute of Technology," said Assoc. Prof. Prattana Punnakitikashem, Dean of the College of Management and a co-investigator of the cited study. "This use of our cutting-edge knowledge by NJIT proves that the sustainability models developed here at Mahidol University are not only relevant in Thailand but are essential tools for entrepreneurs worldwide who seek to build resilient, sustainable organizations in an era of constant disruption."

🎯 Why corporate leaders need to know this?
This study is critical for corporate leaders because it reveals that innovation during a crisis is not a random byproduct of survival, but a result of deliberate, community-driven engagement. Key reasons the study matters to leadership include:
📍 Evidence-Based Turnaround: It proves that interacting with a Community of Inquiry (COI)—including peers, investors, and influencers—is the primary engine for identifying technological opportunities when internal resources are strained.
📍 The "Targeted" Strategy Advantage: By adopting the Mahidol University Theory of Corporate Sustainability, leaders can transition from resource-constrained "random" innovation to opportunity-driven innovation, which yields higher patent activity and long-term resilience.
📍 Actionable Ex*****on: It identifies Effective Functional Strategies (EFS) in marketing, operations, and finance as the essential "realized capacity" needed to turn external feedback into tangible innovation outcomes.
📍 Network Intelligence: It highlights Network Diversity as a strategic necessity; leaders with broader social and professional ties are statistically better at filtering and sensing emerging market trends during high-uncertainty events.

For the full report, click here: https://doi.org/10.1108/IJEBR-11-2024-1234

🇹🇭 About the Center for Research on Sustainable Leadership (CRSL)
Based at College of Management, Mahidol University, the CRSL is an international hub for management research. It is world-renowned for developing sustainable leadership models informed by Thailand’s Sufficiency Economy Philosophy.

Media Contact:
Sooksan Kantabutra, PhD
Center for Research on Sustainable Leadership
College of Management, Mahidol University
sooksan.kan @ mahidol.ac.th

24/04/2026

📢 A free online seminar by Mahidol University Doctoral Research Fellow this late afternoon!

Together, we'll explore the shift from sustainability to regeneration through the lens of the regenerative mind: the inner capacity that shapes how we make sense of complexity, relationship, and change.

To join the event, please register here: https://luma.com/ivh7wqfo

24/04/2026

FOR IMMEDIATE RELEASE

📢 Mahidol University’s Sustainability Theory Core to New Global Framework for SDG-Aligned Corporate Culture

BANGKOK, THAILAND – We are proud to announce that the CRSL pioneering research of sustainability organizational culture has been recognized as the foundational framework for a major new international study on corporate sustainability by the Indian Institute of Management Bodh Gaya.

The Indian Institute of Management study, by researchers Lathabhavan and Badwy (2026), utilizes CRSL "Organizational Theory of Sustainability Culture" to define and theoretically underpin the concept of SDG-aligned organizational culture. By applying the theory to the Indian organizational context, the study validates that Thai-developed sustainability theory is essential for driving global environmental and social goals.

"This international recognition highlights Mahidol University’s role as a global leader in sustainability research," said Professor Sooksan Kantabutra of the CMMU Center for Research on Sustainable Leadership. "Our work provides the 'missing link' that helps organizations worldwide move from high-level SDG policy to actual, measurable changes in employee behavior. By grounding corporate strategy in a core sustainability culture, we empower leaders to foster voluntary, pro-social actions that are critical for achieving the UN Sustainable Development Goals."

🎯 Global Validation of Mahidol’s theory
The Lathabhavan and Badwy study specifically integrates CRSL collective work in three critical areas:

📌 Defining the Standard: The IIM researchers draw upon Assoratgoon & Kantabutra (2023) and Ketprapakorn & Kantabutra (2022) to establish that a true SDG-aligned culture consists of a specific set of sustainability values that dictate day-to-day employee behavior.
📌 Behavioral Transformation: Relying on the Organizational Theory of Sustainability Culture, the study argues that cultural frameworks are the primary drivers for shifting employee cognition toward SDG-aligned Organizational Citizenship Behavior (SDG-OCB).
📌 Empirical Proof: The research confirms the sustainability organizational culture model as a primary driver for Person-Environment Fit, proving that when a company adopts these specific values, employees feel a deeper personal alignment with their organization’s green mission.

The success of this study reinforces Mahidol University's commitment to "Wisdom of the Land," exporting critical academic knowledge that addresses the world's most pressing challenges in corporate governance and environmental responsibility.

For the report, click here: https://journals.sagepub.com/doi/10.1177/10384162261417215 -contributors

Media Contact:
Sooksan Kantabutra, PhD
Center for Research on Sustainable Leadership
College of Management, Mahidol University
Email: sooksan.kan @ mahidol.ac.th

23/04/2026

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23/04/2026

FOR IMMEDIATE RELEASE

📢 Mahidol University’s Sustainability Theory Gains Global Traction at the University of Waterloo

BANGKOK, THAILAND — We are pleased to announce that the Organizational Theory of Sustainability Vision, developed at the Center for Research on Sustainable Leadership (CRSL), College of Management, Mahidol University (CMMU), has been utilized as a foundational framework in a significant new doctoral study at the University of Waterloo, Canada.

The groundbreaking research from the University of Waterloo is shedding new light on how universities can effectively tackle the global sustainability crisis. The study, by researcher Brandon Allan Dickson, titled “Higher Education Sustainability Governance,” highlights the global relevance of Mahidol’s home-grown theoretical contributions. By applying the CRSL framework, the study explores how universities worldwide can bridge the gap between abstract sustainability goals and institutional action.

🎯 Bridging Thai Theory with Global Governance
The Waterloo study specifically utilizes the theory to argue that sustainability policies are critical because they "define and codify" an institution's vision. Key impacts of the Mahidol-developed theory in this research include:
📍 Driving Strategic Action: The research confirms that when a university aligns its sustainability efforts with its "overall organizational vision," it results in more robust, innovative approaches to environmental and social challenges.
📍 A Roadmap for Transformation: The study uses the theory to analyze how Canadian universities move beyond "soft governance" to create meaningful, permanent institutional changes.

The inclusion of this theory in a Canadian PhD thesis underscores the growing international influence of Mahidol University’s research in sustainable leadership and management.

"We are honored to see our collective work by faculty and doctoral research fellows being used by scholars at world-class institutions like the University of Waterloo," said Professor Kantabutra of Mahidol University. "This highlights our commitment to producing 'Research with Impact'—theoretical frameworks that provide practical solutions for leaders globally."

As universities worldwide face the "polycrisis" of climate change and rising inequality, the collaboration between Mahidol’s theoretical insights and Waterloo’s empirical research offers a vital path forward for higher education leaders.

For the doctoral study, click here: https://uwspace.uwaterloo.ca/items/6853ca67-e0a6-4560-967d-d7a61d2a1eb1

For the theory, click here: https://doi.org/10.3390/su12031125

🇹🇭 About the Center for Research on Sustainable Leadership (CRSL)
Based at College of Management, Mahidol University, the CRSL is an international hub for management research. It is world-renowned for developing sustainable leadership models informed by Thailand’s Sufficiency Economy Philosophy.

Media Contact:
Sooksan Kantabutra, PhD
Center for Research on Sustainable Leadership
College of Management, Mahidol University
sooksan.kan @ mahidol.ac.th

22/04/2026

FOR IMMEDIATE RELEASE

📢 New SEBS Model Provides "Policy Roadmap" for United Nations and IPCC to Reach Global Sustainability Targets 🌎

BANGKOK, Thailand — Following a landmark study in Discover Sustainability, researchers at Mahidol University have released critical policy implications for international bodies, including the United Nations (UN) and the IPCC. The research proposes the Sufficiency Economy Philosophy (SEP)—conceived by His Late Majesty King Bhumibol Adulyadej (Rama IX)—as the definitive universal framework for addressing the planet's most "wicked" sustainability problems.

Led by Sooksan Kantabutra and Nuttasorn Ketprapakorn, the study analyzed 68 years of literature (1957–2025), identifying a "definitional confusion" that has long hindered global progress. To resolve these contradictions, the authors adapted the royal philosophy into a flexible management paradigm, universally defining Sufficiency Economy as:
"A philosophical approach to life and conduct that promotes a 'middle path' to keep up with the changing world via moderation, wisdom, and resilience... promoting a dynamic equilibrium among the four domains of culture, society, environment, and economy."

This definition moves beyond narrow Western concepts like "degrowth" or "minimum utility." Instead, it offers a holistic strategy of "neither excessive nor insufficient," providing a balanced approach to the concurrent and conflicting needs of global stakeholders.

The study argues that the Sufficiency Economy for Business Sustainability (SEBS) model provides the missing link for achieving the UN Sustainable Development Goals (SDGs) and meeting the aggressive climate mitigation targets outlined in recent IPCC reports.

🎯 Bridging the Gap for the UN SDGs
While the UN has established 17 Sustainable Development Goals, the study highlights a significant global failure to achieve them due to a lack of a clear implementation framework. The SEBS model fills this "lacuna" by offering a systematic approach to balance the Triple Bottom Line—Social, Environmental, and Economic—through the following policy directives:
📍 Culture First: Policymakers are urged to recognize Organizational Culture as a mandatory pre-condition. International frameworks should prioritize the alignment of internal corporate values (Virtue, Innovation, and Responsibility) before enforcing ESG (Environmental, Social, and Governance) reporting.
📍 The "Middle Path" Regulation: The study advocates for policies that promote Moderation—neither excessive nor insufficient. This approach is presented as more economically inclusive than "degrowth," as it ensures stability by staying within ecological bounds without halting essential economic development.

🎯 Operationalizing IPCC Climate Strategies
The IPCC’s 2022 Mitigation Report emphasized the urgent need for demand-side changes to stay within the planet's resource limits. The SEBS model provides a practical method to operationalize these needs through:
📍 Resilience Development: Moving beyond basic risk management, the study calls for policies that reward organizations for building resilience—anticipating and preparing for global "shocks" like climate crises or pandemics.
📍 Knowledge Sharing Mandates: To accelerate global sustainability, the researchers suggest policy incentives for "Knowledge Sharing," encouraging competitors to collaborate on resource efficiency and environmental protection for mutual global benefit.

🎯 A Global Framework Born in Thailand
"Traditional economic thinking has failed to prevent the climate crisis," says Sooksan Kantabutra, lead researcher at Mahidol University’s Center for Research on Sustainable Leadership (CRSL). "Our research shows that the SEBS model, informed by the royal philosophy of King Rama IX, is the most effective tool currently available for policymakers to decouple economic growth from environmental degradation."

The CRSL, home to the world’s first theory of corporate sustainability, continues to provide interim theories that guide global knowledge production, informing scholars at leading universities worldwide in their quest to solve "wicked" sustainability problems.

🎯 About the SEBS Model:
The Sufficiency Economy for Business Sustainability (SEBS) framework is a research-backed strategy designed to help global organizations and governments achieve long-term value through moderation, wisdom, and resilience.

For the full report, click here: https://doi.org/10.1007/s43621-026-02782-0

Media Contact:
Sooksan Kantabutra, PhD
Center for Research on Sustainable Leadership
College of Management, Mahidol University (CMMU)
Email: [email protected]

22/04/2026

FOR IMMEDIATE RELEASE
📢 New Study Reveals the “Resilience Blueprint” for Small Businesses to Survive Global Crises

BANGKOK, THAILAND – As global markets face an era of "persistent disruption," a groundbreaking study published in Sustainable Futures provides a new roadmap for Small and Medium-sized Enterprises (SMEs) to transform from vulnerable to invincible.

The study, titled "SME resilience in response to business disruptions: A bibliometric review," analyzes five decades of research to identify how small businesses can build "higher-order capabilities" that ensure long-term competitiveness—even in the face of pandemics, wars, and economic shocks.

🎯 The "Liability of Smallness" vs. Strategic Resilience
While SMEs represent 90% of firms and 70% of global GDP, they often suffer from a "liability of smallness"—limited resources that make them the first to fail during a crisis. However, researchers Pongsakorn Nongnuch, Trin Thananusak, and Philip Hallinger argue that resilience is not just about "bouncing back" but about "bouncing forward."

"Resilience is no longer a reactive survival mechanism," says Pongsakorn Nongnuch. "It is a strategic capability that enables SMEs to sustain performance and adapt under constant environmental uncertainty."

🎯 Key Findings: The 8 Enablers of SME Success
The study synthesizes research from 1,477 global journal articles to identify an Integrative Framework of SME Resilience Enablers. To survive today’s volatility, SMEs must focus on:
1️⃣ Digital Transformation: Leveraging AI and digital tools for operational flexibility.
2️⃣ Dynamic Capabilities: The ability to rapidly reconfigure internal and external resources.
3️⃣ Financial Preparedness: Securing alternative funding before disaster strikes.
4️⃣ Human Resource Empowerment: Building flexible teams and a culture of continuous learning.
5️⃣ Collaborative Networks: Strengthening supply chain transparency and partnerships.
6️⃣ Government & Institutional Support: Utilizing policy interventions like tax deferrals and grants.
7️⃣ Entrepreneurial Orientation: Proactive risk-taking to capitalize on new opportunities.
8️⃣ Sustainability Practices: Adopting long-term strategies that align with stakeholder values.

🎯 A Shift in Global Research
The analysis shows that scholarly interest in SME resilience exploded after the 2008 financial crisis and skyrocketed following the COVID-19 pandemic. While developed nations like the USA and UK lead in publication volume, the study highlights a dramatic surge in vital research from emerging economies, including India, China, and South Africa, signaling a global shift in how businesses prepare for the unknown.

🎯 Why This Matters for Policy and Practice
This study serves as a clarion call for SME owners and policymakers. It moves the conversation beyond "crisis management" and toward "sustainability-oriented adaptation." By treating resilience as a core business function—rather than an emergency response—SMEs can protect their workforce and remain engines of economic growth.

🎯 About the Researchers:
The study was conducted by researchers from the Center for Research on Sustainable Leadership at College of Management, Mahidol University (Thailand) and the University of Johannesburg (South Africa). The work was funded by the ASEAN Centre for Sustainable Development Studies and Dialogue.

For the full report, click here: https://doi.org/10.1016/j.sftr.2026.101864

Media Contact:
Sooksan Kantabutra, PhD
Center for Research on Sustainable Leadership
College of Management, Mahidol University
Email: [email protected]

21/04/2026

📢📢📢 CRSL Organizational Theory of Sustainability Vision at the University of Basel

In a pioneering application to urban planning, researchers at the University of Basel—led by Iljana Schubert, Annika Sohre, Adam X. Hearn, and Nele M. Keshishian—utilized the CRSL Sustainability Vision Theory to framework a study on stakeholder engagement in Swiss "Living Labs." The research differentiated the motivations, barriers, and enablers across diverse stakeholder groups.

By applying this theory, the team identified that a well-defined vision acts as a vital shared mental model and the primary impetus for civil society to overcome systemic barriers like bureaucratic rigidity and resource constraints. Specifically, the theory was used to:
🖌️ Define "Vision": Adopting the definition of vision as an "overarching goal, ideal, or aspiration" providing essential purpose.
🖌️ Analyze Motivations: Exploring how visions trigger participation in living lab processes.
🖌️ Frame the Problem: Explaining the interconnection between motivations and the shared mental models required for sustainability transitions.

Key Research Findings:
🖍️ Vision as a Catalyst: A clear vision provides the necessary direction and sense of purpose for stakeholders.
🖍️ Shared Aspirations: Overlapping visions across residents, government, and business centered on greening, mobility, quality of life, and sustainable energy, endorsing the theory's relevance.
🖍️ Foundational Enabler: For engaged residents, creating a long-term district vision was a "forming moment" that empowered bottom-up movements.
🖍️ Alignment Challenges: While broad visions found easy agreement, the researchers noted that aligning individual motivations with collective visions is crucial for reaching consensus on concrete measures.

The team concludes that local administrations should capitalize on these shared visions by providing better support to grassroots initiatives with aligned goals.

Founded in 1460, the University of Basel is Switzerland’s oldest university. Over its 500-year history, it has been home to luminaries such as Erasmus, Nietzsche, and Jung, and is associated with ten Nobel laureates.

📌 For the Basel report, click here: https://doi.org/10.1080/15487733.2026.2659399

📌 For the CRSL theory, click here: https://doi.org/10.3390/su12031125

19/04/2026

📢📢📢 Mahidol University's Sustainability Theory tested & endorsed in Vietnam

Like any world-class research institutions, Mahidol University is home to a number of sustainability theories to guide the development of the field, given that the prevailing sustainability problems demand new knowledge to deal with. Originated at CMMU, the theory of Sustainability Organizational Culture, a precondition for sustainable business development, is built on shared sustainability assumptions, beliefs & values, and sustainability practices that must align over time to ensure sustainable well-being for all. Collectively, the theory has been globally tested and refined over time.

Today, a study by Ho Chi Minh City University of Technology and Engineering has tested the theory among Vietnamese construction firms whether greenwashing creates a "value-action misalignment" that weakens the shared environmental norms of a company. Endorsing the theory, findings reveal that greenwashing breaks this alignment, leading to reduced trust in leadership and a withdrawal of employee support for green initiatives among the construction firms.

As Thailand's pioneer in theory building in sustainability research, CMMU has contributed significantly to the global sustainable development efforts since theory building transforms the broad, often abstract, goals of sustainability into specific strategies, frameworks, and actionable steps for implementation.

📌 For the full report, click here: https://doi.org/10.1108/CI-10-2025-0435

📌 Interested in joining our top team of sustainability researchers, check out our PhD in Sustainable Leadership program: https://www.cm.mahidol.ac.th/phdinsl/

19/04/2026

Superior sustainability performance is what everyone wants. However, research shows even so-called Chief Sustainability Officers don't know how to improve the performance. So, let's check how well you have done in your organization. Certainly, it's not simply to do some nice-to-do initiatives to meet the ESG/SDG targets and produce a beautiful sustainability report each year.

Below is the Dynamic Sustainability Performance Management (SPM) Framework, a roadmap for how a company can move from a core internal culture to achieving broad, sustainable well-being for society.

The framework functions as a continuous cycle divided into five key stages:
1️⃣ Sustainability Organizational Culture
Everything starts with the company's "DNA."

* Assumptions: Recognizing that economy, society, and environment are interdependent.
* Vision: Focusing on long-term satisfaction for all stakeholders (employees, customers, community), not just short-term profit.
* Values: Practicing altruism, ethics, perseverance, and moderation.

2️⃣ Sustainability Strategies
These core values are translated into actionable strategies:

* Triple Bottom Line (TBL): Balancing people, planet, and profit.
* Coopetition: Collaborating with competitors to solve industry-wide sustainability issues.
* Stakeholder Engagement: Building deep trust and satisfaction.
* Resilience: Ensuring the organization can survive and thrive through crises.

3️⃣ Corporate Sustainability Practices
This is the "engine room" where strategies become daily operations. It uses a dynamic wheel of five elements:

* Perseverance: Continuous improvement.
* Resilience Development: Preparing for and recovering from shocks.
* Moderation: Balancing performance goals so they don't become exploitative.
* Knowledge Sharing: Exchanging ideas internally and externally.
* Geosocial Responsibility: Being responsible for the specific social and geographic context the business operates in.

4️⃣ Sustainability Performance
The results of these practices are measured in two ways:

* Outputs (Tangible): Physical results like carbon reduction, income from eco-products, and faster recovery times.
* Outcomes (Perceptual): Intangible results like increased Brand Equity and "Sustainable Well-being" (self-reliance and immunity to market shifts).

5️⃣ Feedback Loop
The most critical part of a "dynamic" system.

* Positive Feedback: Successes reinforce and strengthen the existing culture and strategies.
* Negative Feedback: When things don't work, it triggers "unlearning." The company re-evaluates its original assumptions and vision to adapt to a changing world.

For the full report, click here: https://doi.org/10.1016/j.heliyon.2024.e33729