strategic clustering by cubic nanochemistry...

PROCEEDINGS OF THE 13th INTERNATIONAL MANAGEMENT CONFERENCE

“Management Strategies for High Performance”

31st October – 1st November, 2019, BUCHAREST, ROMANIA

626

STRATEGIC CLUSTERING BY CUBIC NANOCHEMISTRY POTENTIALS

Mihai V. PUTZ a*, Ioan PETRIȘOR a

a West University of Timișoara, Romania

ABSTRACT

In the context of cubic strategic management merging with Thom’s catastrophe theory, the allied

turbo-potentials are employed in order to foreseen the expected tunneling and linked business types

in a cluster for the passing the open (turbulent) environments by empowering the nanochemsitry

corresponding potentials (all relaying on chemical bonding combinations, from atom to molecule,

to toxicity and teleportation) – as the next new economy-driving nanotechnology. Accordingly, a

succession of fundamental patterns of strategic paths of transitions among eight fundamental types

of business/organizations are designed, so conceptually anticipating the scenarios by which the

current economic 4G global-local (Glocal) configuration jumps (by strategic disruption, i.e. by

tunneling the starting business potentials) to the “new normality” - the Economy 5.0. The method

consist in identifying the possible strategic transitions (old business-to-new business) geometrically,

along the Thom’s variables and parameters of potential catastrophes swamp in the cube of

strategic management, i.e. the indices of competitive, sustainable and regenerative advantages +

the costs factors for the old/new technology and the (emission-reduction) dematerialization as

empowered by means of the innovative nanotechnologies - here by nanochemistry. This way we are

able to identify the dynamic tunneling potentials as corresponding to the 7+1 cubic (Thom +

orbital) catastrophes, producing the synergy (amplification=the jump/transition itself) + stigmergy

(memory retention=the link/the chain/the clustering of business models) specific to the quantum

effects likely to characterize the new strategic management within Economy 5G. Whatever occurs

as a “normal input”, it is with necessity (in turbulent/open environment) driven by the out-coming

nanotech tunneling of turbulence, with the result as the block-chain of business models. It

eventually leads with the final orbitalic (centric-excentric and circular, thus holonic, the 8th)

strategic chains of business models, thus ultimately all-in-all -connected in a global-local 8G

(META) CLUSTER!

KEYWORDS: clustering, [the] cube of strategic management, nano-chemistry, Thom’s

catastrophes, turbo-potentials.

1. INTRODUCTION

In the context of the postmodern approach of management one is focused on orchestrator rather

than on the controller role; moreover, the strategic management intent can model the quasi-stable as

well as the unstable states (of a business, organization, company, network, and cluster) through the

dynamic theory of the catastrophes of open systems; remarkably, this is in fact a wave-like dynamic

context which also allows for the modeling of chaos (as the strategic behavior areas between an

attractor and a repellent), but also of controlled change, in orchestrated action planes of a network

(“the work is flat already”, Fung et al. 2008) level, based on topological (local, global) potentials

obtained by solving the extreme (with initial and final conditions) equations of polynomials of

* Corresponding author. E-mail address: [email protected], [email protected]

mailto:[email protected]

mailto:[email protected]




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associated catastrophe areas (“the space of open business, organizational development, sustainable

clustering, etc.”). By juxtaposing the strategic cube of the competitive advantage (with the eight

forms of traditional business) with the strategic cube of network-orchestrated competition, the

strategic plan of action and the dominant tendency from the perspective of the traditional network

business are identified for each type of dynamics on the characteristic catastrophe surface. “Animal

spirit” type behavior (Akerlof and Shiller 2009) may be formally excluded (although it “supports”

the cube by its “shadow” – the anxiety of lose-lose-lose in the chain of competitive, sustainability

and regenerative advantage) from the network orchestration, thus also justifying the intrinsic value

in the cube of distinctive advantage (the “+1”’s in all other business models), Figure 1 (Putz, 2019

a, b).

Figure 1. The strategic cube of the distinctive advantage (Putz 2019a, b, left) and the

directions of strategic development from the traditional business/organization/company to the

network and clustering, based on the 3D space components, in the cognitive cube of the

strategic clustering-orchestrated management (Fung et al. 2008, right)

Source: adapted from (Putz 2019 a,b)

On the other hand, in terms of methodology and analysis, the Catastrophe Theory basically has

major promises in open-dynamics of systems - including economy, and processes - including

management (Thom 1973, Zahler & Sussman 1977, Guckenheimer 1978, Sanns 2000, Putz 2006):

Allows the study of critical states and singularities (viz. the so called poles of excellence,

developments, centers of clusters)

Provides a physical model to understand the transition phenomena (viz. the management

change, yet in a disruptive manner)

Highlights the importance of control parameters in the evolution of natural systems (inherently open, thus with necessity entering the environment turbulences, with a complex

approach specific to economic realities too)

Proposes the modeling of the discontinuous changes (never applied to disruptive

management, innovation, or sustainability, so far) taking place in the natural phenomena

with the help of the theory of dynamic systems

Highlights the importance of structural stability (merely as the quasi-stability, aka meta-

stability, in some inflexion points – to be identified as the tunneling states, also applicable to

the changing of business models in strategic management)

Describes the natural system through one of the seven elementary catastrophes at the local

level (local is for tunneling, global is by the end-points of tunneling passage, the actual

business models in the cube of strategic management, Figure 1):




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Fold catastrophe

Cusp catastrophe

Swallowtail catastrophe

Butterfly catastrophe

Elliptic umbilic catastrophe

Hyperbolic umbilic catastrophe

Parabolic umbilic catastrophe

In these theories, the attractor points = the local minimum points (Figure 2) with properties:

Two cycles that attract each other represent two possible minimum states of the system

Cycles “communicate” through global interaction (via an accretion phenomenon)

Specific connection between the variable (the so called corank) and parameters (the so called co-

dimensions), Figure 2, and the tertium datur dimensions of strategic advantage (competitive,

sustainable, regenerative) of Figure 1 are to be given on the specific discussion of the actual models

of old-to-new business models in cluster tunneling and transformation (Sections 2.1-2.7).

Figure 2. Multiple projection representations of a catastrophe area (here, cusp), with an

emphasis on cycles centered on metastable minima and the interaction between them, in the

business space of competitive (CA), Sustainable (SA) and regenerative (RA) advantages


The connection with the equilibrium is recovered through the stationary state regime imposed in the

critical points (“the eyes of storm” in the mist of turbulence as applied on an economic state, Kotler

and Caslione 2009). In fact this is only possible in far-equilibrium states, that is, in economical

terms, at the point of re-launching in the life-cycle curve (by investing, know-how transfer, by

merging-joining companies, ultimately by clustering the dynamical capabilities of a given business

or organizational model the large). This way, in a so called Thom’s approach of the strategic

management in open/turbulent environment a critical point in the stationary regime t+ (called

limit ) corresponds to a clustering attractor (new normality), and forms its receiver, while the

stationary regimen for which t- (called limit ) describes a cluster repellent (the old normality).

2. NANOCHEMSITRY CLUSTERING PATHS

The algorithmic approach (based on conjugated complexity theories) of meta-strategic management

(with amplitudes of the probability of transition from an initial state to a final state/old-to-new




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business models) in clusters (including intra-cluster interactions) are based on research,

development and innovation. The catastrophe theory effectively captures such a sum of states and

interferences: they are unified here for the first time by the non-reductive reduction to 7+1 dynamic

business models paradigms linked in the cube of strategic management, as following (Putz

2019a,b). However, when it comes to the whole, from a dynamic inclusive perspective, everything

interacts with everything, when attractions balance with rejections, leaving with the

ordering/selection effect in by tunneling the chaos/turbulence through learned-and-solved

bifurcations by means of nanotech potentials – the main issue to be here addressed in terms of

nanochemistry potentials.

2.1 The technolithic environment: C1.0 Clustering

C1.0 clustering is the type of NANO-research and innovation accomplishing the potential in the

NANO-COGNITIVE framework of quantum chemical structure and observability, viz. Table 1-

left.

Table 1. The NANO-COGNITIVE clustering potential, driven by the on the “fold” turbo-

potential empowering the specific nanochemistry technology NANO-CHEMISTRY empowered technology:

C1.0 oriented high performance objective in the

PresentFuture nanotechnology regards the

quantitative-qualitative modeling of the distinction between

the first atomic proxy-nucleus level (the coalescence of the

electronic wave function, viz. de Broglie’s duality principle)

and the core+ atomic boundary (non-collapse of electronic

particles, viz. Pauli’s exclusion principle); the Figure is

from Putz (2010a).

One has the actual attributes:

Competitive Advantage (CA) = the NANO-CHEMO-

SCIENCE of quantum

observability functions from

molecular spectra in

complex systems (in terms of

specific molecular

parameters, for the marker

oriented molecules), C1.x;

Regenerative Advantage

(RA) = the NANO-CHEMO-

TECHNOLOGY of mesoporous (interfaces, multi-junction)

nano-systems, silicon films, photovoltaics, C1.z

Type and strategic tendency:

FOLD turbo-potential

Codimension Corank By Thom universal

polynomial

(Cartesians are

underlined)

1:

Competitive

Advantage

(CA, 0x)

1:

Regenerative

advantage

(RA, 0z)

RACARA 3


It combines the identified CA (competitive advantage) & RA (regenerative advantage) in the actual

turbo-potential of the Turbo-Clustering of Learning, in Table 1-right: through inscribing the

obtained generically generated surface of the actual turbo-potential in the cube of strategic

management of Fig. 1 one notice the predicted quasi-stability path: in the value creation the

clustering is mainly driven by the drift towards the smart business (IV) from the

hidden/underground one (II) in the network orchestration by specific nanochemical empowered

technology. Note that the kleptocracy attribute of business model (II) in Figure 1 does not apply in

scientific realm, especially within the open-science, if not otherwise specified and denounced

(plagiarism, espionage, etc.) which nevertheless will put a sudden end to the cluster itself; in fact

this may be regarded as one ethical feature of a cluster – excluding the underground profile business

by linking it with other more potentially profitable models; or, in the worse case, it will transform it




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– which is also another turning or over-passing negative potential into a socially profitable and

collaborative one. In organizational terms, the Meritocratic potential prevails, since either includes

the Sharing/Democracy (the organizational culture and costumes) or overcomes the Bureaucracy by

identifying the quality from and through the volume of nano-scientific production.

2.2 The reactive-analogical environment: C2.0 Clustering

The C2.0 clustering is the type of NANO-REACTIVE development that accomplishes the nanotech

potential of chemical reactivity, from atom to molecule, to bio-molecule, Table 2-left.

Table 2. The NANO-TECH clustering potential, on the “cusp” catastrophe NANO-CHEMISTRY empowered technology:


PresentFuture nanotechnology regards the

validation of the synergistic action of chemical

reactivity indices within Quantitative Structure-

Property-Relationships and their multi-linear

(quantum) correlations with physical observables (viz.

consumer’s needs regarding toxicity, pharmacy,

ecology); the Figure is from Tudoran and Putz (2015).

One has the actual

attributes:

Competitive

Advantage (CA) =

the NANO-

CHEMO-

SCIENCE of

toxicity (structural

chemical reactivity

indices relating properties of oxidation and reduction

in corrosion, inhalation hazards, C2.x;

Sustainable Advantage (SA) = the BIO-CHEMO-

NANO-TECHNOLOGY of ecology (bio-chemical rates

of inhibition/activation in water – industry and

population health, soil-minerals in agriculture and ,

air-in pollution and medical industry, including

tourism) – C2.y;

Regenerative Advantage (RA) = the NANO-CHEMO-

TECHNOLOGY of pharmacology (metabolism

indicators, such as vitamins, dyes and E-chemicals,

with direct impact into ingestion, digestion, diets,

cures)-C2.z


CUSP turbo-potential


polynomial (Cartesians

are underlined)

2: Competitive

Advantage

(CA,0x);

Sustainability

Advantage

(SA,0y)

1:

Regenerative

advantage

(RA,0z) RASA

RACA

RA

2

4


Through turbo-combining (combination in the turbulence environment treated with the catastrophe

theory of Thom) the nanochemically identified potentials of CA (competitive advantage), SA

(Sustainable advantage) & RA (regenerative advantage) in the actual strategic cube of Figure 1, one

gets the path connecting the main type of business/organization models in the Turbo-Clustering of

Technovation, Table 2-right: it provides the quasi-stability in the value creation by clustering by

the drift (i.e. changing the management mission of a given business/organization) towards the

smart business ( IV) from the outsourcing one (VI) in the network orchestration. In social terms, it

activated the so called EXO-DUCATIVE potential: with an emphasis on inclusiveness, the true

“key” whereby what may seem peripheral (here the “far-away outsourcing” reference, as the

importance of knowledge or the initial degree of preparation for entering the turbulence) becomes

central (not necessarily as predefined certainties/uncertainties, but by eliminating the ambiguity of




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the phrase “turbulence and crises are an opportunity to change the Strategy”, here by specific

tunneling by innovative application of C2.0 nanochemistry potentials (Table 2-left).

2.3 The cybernetic environment: C3.0 Clustering

The C3.0 clustering is the type of NANO-research, development and innovation that accomplishes

the nanotech potential of “digital” chemistry through employing the entire electronic tree of

elements across the Periodic Table in digital-intelligent-industries (radio-medical, artificial-

controlled-genetics, food and cosmetics), Table 3-left.

Table 3. The NANO-CHAIN clustering potential, on the “swallowtail” catastrophe NANO-CHEMISTRY empowered

technology: C3.0 oriented high performance

objective in the PresentFuture

nanotechnology regards the expressing an

“electronic tree” measure for intelligent chemical

action, saving the resources by employing the

entire Periodic Table of Elements; the Figure is

from Putz (2005),

Putz & Chattaraj

(2013). One has

the actual

attributes:

Competitive

Advantage (CA) =

the NANO-

CHEMO-

SCIENCE of

nuclear chemistry (radiochemistry –dose

radioactivity for cancer and degenerative

diseases, Si-chemistry for electronics, C-chemistry

for light interaction), C.3x;


NANO-TECHNOLOGY of (molecular biology,

genetics, the chemistry of elements of DNA such as

P, N, O, H, C, along the metals as Fe, Hg, Mg, Al,

Ca, K), etc., C.3y;

Regenerative Advantage (RA) = the NANO-

CHEMO-TECHNOLOGY of artificial synthesis

(atom-by-atom in artificial [photo]synthesis, waist

control in circular chemo-economy) towards

artificial chemo-intel, C.3z.


SWALLOWTAIL turbo-potential

Codimension Corank by Thom universal

polynomial

(Cartesians are

underlined)

3: Competitive

Advantage (CA,

0x);

Sustainability

Advantage (SA,0y);

Cost of new

launching

technology, )0(Sf

1:

Regenerative

advantage

(RA,0z) RAf

RASA

RACARA

S

)0(

2

35


By “suffusing” the obtained turbo-potential combining CA (competitive advantage), SA

(Sustainable advantage) & RA (regenerative advantage) with the actual strategic cube of Figure 1,

one gets the business clustering path of Table 3-right: the quasi-stability in the clustering value

creation by the drift towards polemocracy (VII) from the smart company (IV). In potentiological

interpretation one deals with the potential of the turbo-clustering of (Re)Integrated Value, that is the

coopetitive (competition + cooperation) potential. In fact, with the digital age of clusterization, even

by nanochemistry, one assist at the re-launching (it came with a cost, viz. the cost of new launching

technology, )0(Sf ) of the smart business in the arena of competition (polemocracy), both internally

(intra-business/organization) and externally (inter-business/organization relationship with the




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research, environment/market, society, environment, partners and stakeholders, national and

international, etc.), so achieving dynamic synergies and capabilities in coopetition.

2.4 The post-collective environment: C4.0 Clustering


the nanotech potential of “collective” chemistry through the eye of bosonization (collectivization) of

atomic electrons (separated as fermions) in molecules (augmenting the superconducting industry,

including wire-energy transmissions, and supercomputing gadgets), Table 4-left.

Table 4. The NANO-SHARING clustering potential, on the “hyperbolic umbilic” catastrophe NANO-CHEMISTRY empowered technology:


PresentFuture nanotechnology regards -

expanding the bondonic concept (the collective

bosons of electrons in chemical bonding) from the

classical (individually interacting electrons, as

fermions) level of the atoms in the molecule;

The Figure is

from Putz

(2010b).

One has the

actual

attributes:

Competitive

Advantage

(CA) = the

NANO-

CHEMO-

SCIENCE of quantum dots (collective atoms

making a super-atom) with direct impact on

semiconductor industry, C4.x;


NANO-TECHNOLOGY of neuro-surgery by

employing the collectivization of chemical bonding

electrons through biological membranes in brain

and other tissues, C4.y;


CHEMO-TECHNOLOGY of Graphene as the

collectivization of electrons on one sheet of

Carbon atoms, with major impact in sensors’ and

filters’ industry, C4z.


HYPERBOLIC UMBILIC turbo-potential


polynomial

(Cartesians are

underlined)

3: Competitive

Advantage (CA,

0x);

Sustainability

Advantage (SA,

0y);

Cost of new

technology, )0(Sf

2:

Regenerative

advantage

(RA,0z);

Dematerializ

ation

(Emission-

reduction)

cost, D

DfD

RASA

RACAD

RA

S

)0(3

3


Accommodating the obtained turbo-potential combining CA (competitive advantage), SA

(Sustainable advantage) & RA (regenerative advantage), along the unitary costs of new technology

and for the emission reduction cost of dematerialization the new technology combats, in the actual

strategic cube of Figure 1, one gets the business clustering path of Table 4-right: interestingly, the

in-stability is predicted, since the tendency towards perverted spirits (III) from the smart business

(IV) in the network orchestration. The message may be given in terms of a need of “New Normality

through the New Ethics”, by means of Schumpeterian creative destruction. The analytical

explanation may relay on the fact that, even at the balanced costs, the dematerialization enters in the

present sharing turbo-potential at the same power with eth regeneration advantage ( 33~ DRA )

which imbalances the entire cluster towards its in-stability. It is a typical cluster that should be




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combined with another one, thus forming a meta-cluster in order to regain the quasi-stability in a

mixed clustering junctions and inter-clustering business-model paths.

2.5 The nano-gating environment: C5.0 Clustering


the nanotech potential of virtual chemistry through basically the entire aparatus of practical utility

in nano-industry, medicine, and communication, Table 5-left.

Table 5. The NANO-MATRIX clustering potential, on the “elliptic umbilic” catastrophe NANO-CHEMISTRY empowered

technology: C5.0 oriented high performance

objective in the PresentFuture

nanotechnology regards - the virtual chemistry

developments (in cerebro, algorithmically, and

in silico – computationally, in a big data basis

of results); the Figure is from Putz & Lacrama

(2007).

One has the

actual attributes:

Competitive

Advantage (CA)

= the NANO-

CHEMO-

SCIENCE of

producing goods with intelligent materials such

that they can combine in virtually many ways

due to their chemical interaction (surface-to-

surface, bulk-surface, bulk-to-bulk interaction),

C5.x

Sustainable Advantage (SA) = the BIO-

CHEMO-NANO-TECHNOLOGY of medicinal

chemistry through all imaging equipment

detecting traces, active protein, cancer cells,

etc., C5.y.


CHEMO-TECHNOLOGY of communication by

gadget-to-human interaction through skin, eyes,

ears, and even hormones (triggering feelings,

emotions, memory), C5.z.


ELLIPTIC UMBILIC turbo-potential



are underlined)

3: Competitive

Advantage (CA,0x);

Sustainability

Advantage (SA,0y);

Cost of new

technology, )0(Sf

2:

Regenerative

advantage

(RA,0z);

Dematerializ

ation

(Emission-

reduction)

cost, D

Df

RASA

CARAD

RADRA

S

)0(

)(22

23


Again, with considering the unitary costs of new technology and for the emission reduction cost of

dematerialization the new technology combats along the CA (competitive advantage), SA

(Sustainable advantage) & RA (regenerative advantage) the obtained turbo-potential in the actual

strategic cube of Figure 1, shows that the business clustering path of Table 5-right: leaves with

integration-disintegration oscillations, between polemocracy (VII) and smart business (IV) in the

network orchestration. It seems merely associated with a marketing ppotential of the Turbo-

Clustering by the Effectiveness of Research Projects putted in the market: it suggests a struggle in

“building and consolidating on the market/stock market”; the NANO-GATING knowledge-based

businesses/organizations/projects/clusters is oscillating in between proficiency and regrouping and

transferring of the research-development-innovation assets from the in-cluster to the exo-cluster; so

being another clustering “asking for”/NANO-GATING for meta-clustering, eventually with those

relating smart business and polemocracy, especially C3 as above described.




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2.6 The limited-rate environment: C6.0 Clustering

The C6.0 clustering is the type of NANO-research, development and innovation that empowers the

nanotech potential of “rate-limited” chemistry that is a necessary selection of the chemicals that

are easily reentering the circular economy preventing the waste hazard, pollution and intoxication

of economy with non re-usable products in recycling sub-industries and the ecolo-system with

accumulation of non-degradable matter; thus, a new parameter – the cost of the old technology

appears, )0(Df , which, while not replaced, is limiting all econo-ecolo advantages, Table 6-left.

Table 6. The NANO-CONNECT clustering potential, on the “butterfly” catastrophe NANO-CHEMISTRY empowered technology:


PresentFuture nanotechnology regards: the so

called “logistic” chemistry, aiming to deliver

products (P) with lower energy (and supply energy)

than the initial supply of recourses (S) by natural

and designed enzymes to catalyze such a process in

a controlled steps (logarithmically rather than

exponentially) so pro-longing the cycle life of the

products; the Figure is from Putz et al. (2006).

One has the

actual

attributes: Competitive

Advantage

(CA) = the

NANO-

CHEMO-

SCIENCE of chemical catalysis, with direct impact

in the smart material industry (auto-catalytic

surfaces, self-cleaned surfaces, etc.), C6.x;


NANO-TECHNOLOGY of enzymology, with direct

impact in the drug industry regulating the immunity

human system and healing (biochemical cellular)

functions, C6z;


CHEMO-TECHNOLOGY of ligand-receptor

interaction, from the glue industry (eco-adhesives),

to nano-tissues and replicas, to 3D printing, self-

adapting interlocked molecules, molecular

machines with perpetual light driving functions,

molecular computers, C6z.


BUTTERFLY turbo-potential



are underlined)

4: Competitive

Advantage (CA,0x);

Sustainability

Advantage (SA,0y);

Cost of new

technology, )0(Sf ;

Cost of old

technology, )0(Df

1:

Regenerative

Advantage

(RA,0z)

RAf

RAf

RASA

RACARA

D

S

)0(

)0(2

3

46


With the entering of additional cost of maintaining the old technology (in circular economy), which

along the cost of new technology entrants counter-balance the cost of global ecolo-dematerialization

(pollution emission cost), the CA (competitive advantage) with SA (Sustainable advantage) and

with RA (regenerative advantage) turbo-combination in the cubic strategic paradigm of Figure 1

produces the business clustering path of Table 6-right that is: the quasi-stability in the cubic

clustering value creation, viz. Fig. 1, with a drift towards the smart business (IV) from the wise

one (I) in the network orchestration. The actual logistic modeling of ligand-receptor interaction in

coupled chemical-biological systems produces the NANO-CONNECT clustering, yet it brings also

the Social Responsibility since being still registered as a higher cost of cooperation (actually too

much cooperation decreases the business/organizational model from wise to smart only): being




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aware of the fact that the business/ organization/cluster is the process/space/hub in a society where

the most advanced (disruptive, innovative) ideas “are produced”, the model appear as a reflection of

the “clean” optimum social utility value production, which can be still improved; thus,

paradoxically, although a good clustering model it also support further inter-clusterization into a

meta-cluster.

2.7 The allo-troping environment: C7.0 Clustering


the nanotech potential of “allotroping” chemistry, that is the chemical changing and/or conserving

structures, forms and functions in a network of things, including compounds, food, and molecular

information at large, Table 7-left.

Table 7. The NANO-TROPING clustering potential, on the “parabolic umbilic” catastrophe NANO-CHEMISTRY

empowered

technology: C7.0

oriented high

performance objective

in the Present

Future nano-

technology regards -

formulation of the theory of unification of the

chemical (interactions) field, propagation of the

topologies of chemical bond, including its

teleportation; the Figure is from Putz and Ori (2015).

One has the actual attributes: Competitive Advantage (CA) = the NANO-CHEMO-

SCIENCE of carbon allotropies, by controlling the

change (management) aiming all of its forms

(diamond, graphite, buckyball fullerens, graphenes,

nanotubes) as the consumer’s needs (e.g. thermal or

electrical conductivity, optical, hardness, softness,

etc.) and their networking (internet-of-carbon), C7.x.


NANO-TECHNOLOGY of artificial intelligence,

nano-spongy connections, artificial brain, artificial

synapses, neuro-chemistry, C7.y.

Regenerative Advantage (RA) = the NANO-CHEMO-

TECHNOLOGY of quantum information, memory of

structure, form and function, molecular negentropy

(the “chemical elixir”), the chem.-organic food, and

designing and spreading (exo-)new-life, after-all, C7z.


PARABOLIC UMBILIC turbo-potential



are underlined)

4: Competitive

Advantage (CA,0x);

Sustainability

Advantage (SA,0y);

Cost of new

technology, )0(Sf ;

Cost of old

technology, )0(Df

2:

Regenerative

advantage

(RA,0z);

Dematerializ

ation

(Emission-

reduction)

cost, D DfD

RAf

SAD

RACA

RAD

D

S

)0(

)0(

4

2

2

2


One most complex turbulence environment is assumed as modeled in the Thom’s chatastrophe

theory, the parabolic umbilic one, with all economical cost and nanochemistry potentials’

advantages, their turbo-combination in the cubic strategic paradigm of Figure 1 produces the

business clustering path of Table 7-right that is: the in-stability in the clustering value creation with

the dominance of outsourcing (VI) in conjunction with polemocracy (VII) and the smart business

(IV) in the network orchestration. In the potentiological phenomenology (Petrisor 2007), this is

nothing than the acceleration of the turbo-clustering towards meta-clustering – that may be further

linked either by Outsourcing (the clusterization path C2), by Polemocracy (clusterization type C4 or

C5 or both) or by Smart Business (all-in-all clusterization, C1-C6). The result is therefore consistent

to be assumed as of NANO-TROPIC nature, having all nano-chem-tech changes in clustering.




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2.8 The entangled environment: C8.0 Clustering

Having all-turbo-clustering analyzed there appeared that the wise business can be actually never

even quasi-stable reached. This seems reasonable giving the turbo (turbulence) nature of the

environments considered. Yet, the question of “closing the cubic clusterization” still formally

appear – and worth to be treated as a special, separate kind of meta-clusterization. There is clear

that it may appear only by generating a net result by an outgoing (OUT-) driving force from the

“eye of the storm”, with the risk and the opportunity to evolve further (“new normality/new

equilibrium“, even eccentric) yet to be reached in fully activated capabilities.

Such a type of NANO-CLUSTERING accomplishes the past-present-future (econo-tech) tunneling

by regarding the research-development-and-innovation potential of all stake-holder involved in

NANO-ORBIT clustering. With this we actually arrived to the so called postmodern model of the

philosophy of science. The Potential of such turbo-clustering of orbital dynamic capabilities

requires the existing potential of a quantum synergy; that is a quantum superimposition of a center

and periphery of the (meta)cluster, so that, in the new normality, all “players” can change and

occupy in principle all the space (business/organizational/clustering), by default tunnels, as if each

and every one would occupy simultaneously, singularly the entire [business/ developing space]

available (each being both centre and periphery, depending on the role assumed at a given time).

The pincer-type business/organizational/clustering model is generated: the value chain “Old

Normality → Potential Accumulation → New Normality” is replaced with the value constellation

manifested as “Old Normality → Tunneling Potential → New Normality” by going through the

original conceptual-applicative construction stages (Figures 3-6):

Construction of the postmodern business/organizational/clustering space with the 3D strategic

axes of business-knowledge-society (Figure 3);

Construction of the post-cognitive learning cube, by identifying the historical stages of the

development of the essential theories of learning with the combinations on the corresponding

fundamental axes in Figure 3, with the result in Figure 4; note that the learning steps in this model

are chosen to match the eight clustering socio-potentials (and barriers) formulated and detailed in

Table 8;

Selection of the EVOLUTIVE strategy of CLUSTERING of business, by transforming the linear

(FRACTALIC POTENTIAL) succession of the learning methods in Figure 4 into the constellation

and closed circuit of NANO-SCIENCE PATH OF BUSINESS, as from Figure 5 (excluding the

animal spirits, since triple lose is providing that it is the implosion of the clustering itself, see also

the Introduction notes):

Polemocracy OutsourcingHidden Business Blue Ocean Underground Smart

Business Wise Business

The result can also be interpreted in the sense of the “openness” of the principles that “are closing”,

according to the correspondences in Table 8;

Selection of the SPIRALING-ENVELOPING learning strategy applied to CLUSTERING of

business through the so called TECHNOLOGICAL ORBITALIC POTENTIAL, with the generation

of the learning constellation in Figure 6, complementary to that in Figure 5:

Polemocracy Smart BusinessOutsourcing Underground Corrupted Business Blue

Ocean Wise Business

As we got the “wise business” in fractalic or orbitalic potential clustering of business models, the

common social interpretation may obtained by consulting Table 8 for learning the “closure that

opens” at business/organization/[meta]cluster level.




637

Figure 3. The post-cognitive space of

competitive, sustainable, and renewable

business


Figure 4: The post-cognitive cube of


business


Figure 5. The “evolutive” learning of the


business through the post-cognitive

NANOSCIENTIFIC POTENTIAL


Figure 6. The “spiraling-enveloping” learning

of the competitive, sustainable, and renewable

business through the post-cognitive

NANOTECHNOLOGICAL POTENTIAL


The analysis that emerges from the listing in Table 8 is dynamically inherent, combines

constructive and destructive network-related tendencies and changes through sudden, synergic

changes in network-integrated businesses, orchestrated predominantly in the context of value

creation through the transition from learning (clustering) to tunneling (re-clustering, meta-

clustering), with the help of nanotechnologies, BASED ON THE EIGHT IDENTIFIED SOCIO-

POTENTIALS- which can equally be treated as BARRIERS too; they may be further discussed in

the view of paradigm of the catastrophe polynomials, by the turbo-potentials obtained from the

nanochem-potentials (advantages) specifically applied to the strategic ways in surpassing the

turbulent environments by clustering (Sections 21.-2.7).

From now on, seen together, chemical nanoscience and nanotechnology, as in this approach,

generate continuous clustering learning: “…the openness that closes, the closure that opens, etc”.




638

It thus forms the so-called cognitive clustering wave, specific to each business/organization/cluster,

which also defines the presents approach as belonging to post-cognitive learning too. However,

such post-cognitive model facilitates subsequent interferences in the “holonic” economic-ecology.

For instance, through continuous learning, namely through the development of dynamic

capabilities, the given knowledge potential may be exerted by activation in the sense of generating

the cognitive wave of constellations of learning(s) as corresponding to meta-clustering formation. It

produces new knowledge that becomes plus-knowledge, and thus continuous creative clustering.

Overall, clustering appears as a strategic solution in the search for the New Normality, as a

process of tunneling of turbulent environments through disruptive research, development and

innovation!

Table 8. Correspondence of postmodern potentials of strategic clustering with modern

theories of learning, respectively their synergy in the integrated post-cognitive model of

changing management in the strategic cube (in Figures 3-6)

A: STRATEGIC

POTENTIAL/BARRIER

B: Theory of Learning

(within Socio-Clustering)

Integrated significance A*B,

correlating with (Kotter 2012)

Potential/Barrier 1

(ALPHA-Repellor):

Strategic Change

Management

Self-regulated learning: Neuro-

meta-cognitivism, transforming

disorder into order by identifying

the area of clustering attraction;

[XYZ/WISE BUSINESS]:

knowledge in complex cycles,

organizing the chaos of information,

creating the “sense of urgency”;

Potential/Barrier 2:

Meritocracy

Behaviourism: the clustering

stimulus by learning relationship,

repetition, and memorization

(stigmergy);

[X1/POLEMOCRACY]:

correlation of knowledge, “creation

of the coalition” for ”cognitive

guidance”;


Postmodernism

Socioculturalism: clustering the

learning environment, the culture

and traditions it belongs to;

[XY1/SMART BUSINESS]:

knowledge through cultural

integration, adaptation of learning to

local culture;


Coopetitiveness

Gestaltism: the intuition of form in

knowledge, clustering by learning

through intuition, perception and

humanism;

[Y1/OUTSOURCING]: abstraction

of knowledge, “creating a vision

capable of recognizing

opportunities”;


Branding

Sociocognitivism: clustering by

learning from experiences, mistakes

and success, through continuous

communication with the

environment;

[YZ1/UNDERGROUND

BUSINESS]: celebration of “step by

step” learning, alignment of learning

to experience, “moderation of

victory”;


Transculturality

Constructivism: clustering as the

attractor centre of learning, subject

of innovations through re-

interpretation, and removal of

imbalances’ perception;

[Z1/PERVERTED SPIRITS]:

accelerating knowledge, “creating a

cognitive network to remove

progress barriers”;


Ethics and Social

Responsibility

Socio-constructivism: the open-

environment relationship at the

centre of clustering, creation of

artifacts through group / intra- and

inter-cluster interaction

[XZ1/BLUE OCEAN BUSINESS]:

integration of cognitive acquisitions

through “trial-correction”,

“celebrating the stage of wins”;

Potential/Barrier 8

(OMEGA-Attractor):

Sustainability

Learning by discovery: scaffolding

instruction, independence in

clustering through retro-progressive

(in-out, by disruptive, tunneling

transitions’) support strategies.

[XYZ1/WISE BUSINESS]: In- (in-

duction) / out- (exo-duction)

cognitive manifestation, the

(voluntary) discovery of the “internal

force of learning for progress”




639

3. CONCLUSIONS

The actual and future nano-, quantum-, and meta- postmodern eras (viz. William Gibson: „The

future is already here — it's just not very evenly distributed”) identifies the trans-disciplinary

methods, especially from mathematics, physics, biology and chemistry, as driving and designing the

realities and facing the actual-future (viz. an Amerindian quote: „to a new music a new dance is

needed!”) in a open-closed space: open, due to the open-access in a network, but close since

conditioned by the knowledge to the network (by a code or a cipher).

Figure 7. The holonic “orbital” model of strategic management, integrating the center to ex-

centric periphery (parabolic and hyperbolic) by clustering the knowledge of 8 folding

potentials of nano-science and nano-technology tunneling the so called “Tunnel of Science”

(Tunnel of Science 2007): cosmos, matter, life, complexity, brain, health, enterprises, and energy

Source: adapted from (Putz 2016, 2019 a,b)

Accordingly, a “heroic” conception of the many-fold Strategy of the Truth (the so called

Knowledge Management), usually associated with teleological truth (i.e. “the truth is out there”)

and with the revolutions in scientific development, as proliferated by Popper and then by Kuhn, it

may be currently re-cognized as merely a (continuous) Re/De/volution, made by trial and error with

the aid of “little management” contribution(s) around big or fundamental conceptions of Nature, so

defining the Strategic Clustering of Knowledge. It aims to clarify the post-modern approach of

science in general and of knowledge management in special; in this post-modern context, the

periphery is becoming center, i.e. it behaves as the new “escaping center”, so re-accelerating (by

attraction) out from the central knowledge concepts of a circle (taken for instance as the nano-tech,

nano-chemistry, or nano-economy); so it develops eccentricity on ellipses while the key innovation

are critically equilibrating the attraction to center or to periphery on a hyper-bolas of a scientific

“planetarium system”, depending on which such force is prevailing; Such a framework may

constitute a basis for a dynamic potential theory in nano-technological (meta)clustering of XXI

century within the actual “8th orbits on a planetarium model”; it may pave the way to the general

clustering of knowledge management. It may also eventually trigger new algorithm by which nano-

innovations (involving both science and management of science) may be strategically structured

and emerged by the planetarium clustering method.




640

The present contribution succeed to inscribe in such universal, yet epistemic, 8th fold orbital model

of strategic (clustering) management, by means of merging the catastrophe theory specific to open

systems, naturally and economically too (as far as the competition, selection and reproduction are

essential features in both) with the cube of distinctive advantage (Putz 2019a,b) in the orchestrated

network, Figure 1 in general, and of Tables 1-7-right in special. This way, clustering and meta-

clustering appears as the best solution tunnelling the old-to-new reality barrier, in successive

“orbits”, driven by turbo-potentials, at their turn derived as certain combination of competitive,

sustainable, and regenerative advantages’ potentials as identified by nanochemistry.

In general terms, the present turbo-cubic clustering solution clarifies on the followings:

The meta-clustering is not an option for certain clustering paths through “the storm” – it is a

necessity in order to achieve the quasi-stable equilibrium under smart business/organizational

profile;

Control becomes delegation in clustering management, since most clusters are at the best in

quasi-stable state, other are in in-stable state, and all are in dynamical inter-connection;

The business/organizational state as of “animal spirits” can be ignored in clustering, since

associated with total anti-potential (negative to all potential distinctiveness, no-advantages, only

disadvantages) – and yet the clustering and meta-clustering can be performed, even in turbulence

environment;

Catastrophic surface are driven by the nano-chemical specific potentials (depending on the

nanoscience and technology level assumed) and modulated by effective costs of old/new technology

to be implemented, all preventing dematerialization of environment under the pollution-emission

effects (the major global effect after-all);

Understanding that the wise business/organization cannot be reached unless the “peripheral”,

eccentric and hyperbolic contributions become united with the center/the core of management

profile (as assumed by the declared Mission), so only in the orbital (even by multi-linear or

fractalic) modeling – evolving under the 8th entangled potential. It eventually applies to

nanochemistry-based management, to 4G-to-5G-to-8G Economy, as well as to all (holonic) corpus

of knowledge of the fundamental natural concepts (physical-chemical concepts as the basis of the

Universe and Life).

ACKNOWLEDGMENT

The 2019 Strategic Innovative and Socio-Economic impact of the Nanotech Stage of the Project

“Graphentronics with spin quantum electrochemistry” (PN 19 22 01 02) by the Romanian Ministry

of Research and Innovation is accordingly credited for completing of this work.

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