Systems

Digitization and innovation supported by various innovation systems have become key factors in the sustainable development of companies, countries (including UE countries), and the economy as a whole. The primary objective of this study is to explore the interconnections between the perspectives of the Quintuple Helix model and digitalization as a comprehensive innovation system supporting digitalization in EU countries. The study is grounded in the innovation systems theory, specifically employing the Quintuple Helix Model as a comprehensive framework, and addresses the challenge of digital divide across the EU. The research was conducted using K-means cluster analysis to identify homogeneous groups of countries within the EU. Subsequently, correlation analysis was applied to identify statistically significant relationships between the individual variables examined within the Quintuple Helix model and digitization within EU countries. Based on the results, we identified four distinct clusters of EU countries characterized by different degrees of digitization, governance, and intellectual Capital. It was found that countries with the highest level of digitization are also characterized by the highest levels of governance and intellectual Capital. Correlation analysis confirmed a strong interconnection between the examined perspectives of the Quintuple Helix model and their relationship with digitization.

Maintaining consistency in complex systems is a continuous challenge that requires active coordination. Data management systems often face the issue of segregated data silos due to various organizational and technical factors. Integrating them when needed can present challenges due to heterogeneity and multimodality. Recent advances in AI models with enhanced multimodal inference and semantic reasoning capabilities offer an opportunity to resolve interoperability issues at both the schema and data levels. In this paper, we discuss ways to leverage such models to mitigate a variety of heterogeneous timing and data barriers across disparate silos. We also examine their fusion and propose ways to formally define it as a foundational means for self-evolving unified meta-space in light of recent model enablements and active inference. Assessing the degree of fusion is necessary to understand and determine how silos, as subsystems, collectively interact, and therefore to control their integration while preserving data source independence. Adherence to a principled design that handles complexity can guide crucial decisions and enhance controllability over the reasoning process. We formalize a foundation for separating prior knowledge from observed data, showing how to leverage inference in both cases with examples and real data. The resulting approach enables advanced inference while providing statistical evidence from observed data by applying reasoning at multiple steps. To conclude, we discuss the implications of this approach for complex systems more generally.

With the growing emphasis on sustainable development, organizations and government agencies are increasingly incorporating environmental, social, and governance (ESG) factors into their strategic agendas. However, previous research has primarily examined ESG performance, stakeholder engagement, and financial outcomes in isolation, overlooking the systemic role of employee perceptions and psychological responses. To address this shortcoming, this study integrated social identity theory and social exchange theory to explain how ESG practices influence green innovation behavior through organizational pride. Furthermore, drawing on organizational climate theory, we explored the moderating role of innovation climate in this relationship. We used structural equation modeling (SEM) to analyze data from 346 employees across diverse Chinese companies, enabling us to capture the overall structure of the relationship rather than isolated causal relationships. Our results show that all three dimensions of ESG practices significantly enhance organizational pride, which in turn stimulates green innovation, highlighting the indirect, systemic relationship between ESG and innovation outcomes. Organizational climate is an important contextual variable influencing both individual behavior and organizational performance. When organizations have a favorable innovation climate, employees are more likely to translate their pride into concrete innovative behaviors. While the direct impact of ESG (S) and ESG (G) on green innovation has not been confirmed, the mediating role of organizational pride and the moderating role of innovation climate highlight the dynamic interplay between psychological and organizational subsystems. This study conceptualizes ESG practices, organizational pride, and innovation climate as interconnected subsystems within a broader organizational system, providing a systems-based perspective for sustainability research. It advances theoretical understanding of how sustainability initiatives spread through psychological and organizational mechanisms and offers practical insights for policymakers and decision makers seeking to promote long-term green innovation.