Research Article
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Article title
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Abstract
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Keywords
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Practical relevance
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1. Introduction
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2. Why adaptation and innovation are not an issue of management control
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2.1. The problem with the traditional notion of control
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2.2. Interactive control systems to pursue transformative adaptation
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2.3. What’s next
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3. The organization as a complex system of social learning systems
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3.1. Definition and properties of a social learning system
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3.2. The concept of social learning
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4. The basic concept of Participatory Control Systems
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4.1. Purpose and definition
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4.2. Basic conceptual model
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5. Three practical examples
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5.1. Assumption-based planning and analysis at Uber Technologies, Inc
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5.2. Participatory modelling in energy infrastructures
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5.3. Hackathons
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6. Possible implications for internal audit
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7. Further research opportunities
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8. Concluding remark
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Note
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Literature