The Ouroboros Model proposes a brain inspired cognitive architecture including detailed suggestions for the main processing steps in an overall conceptualization of cognition as embodied and embedded computing. All memories are structured into schemata, which are firmly grounded in the body of an actor. A cyclic and iterative data-acquisition and -processing loop forms the backbone of all cognitive activity. Ever more sophisticated schemata are built up incrementally from the wide combination of neural activity, concurrent at the point in time when (...) the memory is established; i.e., distinct representations are accrued. Later on, an entire schema can be reinstated from diverse subsets of its constituent features. In order to decode or compile ever more elaborate constructions, extant building blocks are concatenated. They are serially linked via common or “connection-attributes” of different representations and symbols, and they are employed for serial perception, processing and action, in particular, also for language production. At various levels, commonalities between different schemata lead to a similar preferred use of their respective tokens and subsequently shared categorizations. Rules, for the concatenation of words, akin to the ones governing chemical reactions, can be abstracted. As special kinds of symbols, words and word-classes along with the whole grammar of a language can thus be seen as a direct consequence of the processes outlined in the Ouroboros Model. Strong emphasis is put on the dimension of time over short intervals during active experience and performance, and, in particular, during interactions with other agents. (shrink)

The aim of this research is to ascertain whether a firm’s environmental motivations may help to predict how complete or incomplete its environmental management will be, understanding incomplete management to be that which neglects one or more of the three keys aspects of such management, namely, monitoring, action and results. We specifically posit that while motivations based on the search for legitimation lead to more incomplete styles of environmental management, competitive motivations entail a more complete management. The analyses conducted with (...) a sample of 1,902 plants provide empirical evidence in favour of such reasoning. The contribution this research makes, therefore, is not restricted solely to showing the effect motivations have on the environmental performance of organisations, as it also introduces a new dimension of environmental management—the degree of completeness, which needs to be considered when understanding and evaluating this effect. (shrink)