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Skillchange instruction methodology (SIM), a new design approach, is outlined. A systematic approach is obviously needed and this development methodology shows how it can work in practice. SIM has three phases: feasibility, training and the support phase. Provides guidelines to ensure the materials remain current.

The purpose of this paper is to explore the role of information communication technology (ICT) in small rural hospitality businesses. Although ICT is often presented as a means of reducing the impact of being rural, little is known about the extent or level of use of ICT. This paper addresses these issues.

The paper employs both quantitative and qualitative methods to gather and analyse data. The study had two stages: an initial survey to determine the extent and pervasion of ICT; and a second interview stage to explore the role and applications of ICT.

The authors find that 84 per cent of the businesses use ICT effectively, mainly to provide information and improve service quality. In addition, some firms had adopted very successful methods of using the internet for sales and marketing but ignored supply functions. The authors were surprised to find that ICT was seen as a way of enhancing personal service and that rather than a barrier, it was seen to promote quality of service. Moreover the respondents did seem to have used ICT effectively to overcome the disadvantages of location and rurality.

The survey was carried out in a single rural environment and this limits its generalisability. Nonetheless, the study develops some interesting issues about the application of ICT in the rural context.

The paper identifies the benefits derived from the enthusiasm of some rural business owners. They had recognised the efficacy of computing and can provide lessons in how to apply ICT to overcome distance.

The paper addresses a gap in research and offers some insights into the application of ICT in rural areas.

The research aims to ask whether, in the absence of overarching innovative conditions, a small firm can have an innovative culture and what its scale and scope is.

The study employs four exploratory case studies. This methodological choice is justified in that a case study approach allows the use of the existing literature without inhibiting the detection of any unique characteristics in the Tunisian context. This context of a developing economy is likely to be different from established economies.

The study finds evidence of a learning environment within the firms and a good fit with the concepts of an innovative culture. Internal knowledge sharing is evident for all companies. However, this culture faces inwards, so that the paucity of linkages and weak socialisation combines with institutional thinness to isolate the firms. Local competitive advantages are not amplified but rather are dampened by the relative absence of interaction.

Most research about innovation in the ICT sector is conducted in the context of developed countries. This paper shows the specificities and uniqueness of innovation culture in the context of a developing country.

The findings imply that despite recent improvements, Tunisia lacks many of the regional “institutions” that produce the synergic benefits of an innovative milieu.

The context of a developing country is novel. The value of the findings may, however, be extended to other similar countries. This is important given the role of ICT in “catching up”.

This paper reports on the quintessential rural small firm, the tourist service provider and explores the impact of the recent foot and mouth outbreak. A theoretical framework is employed which proposes that many rural small firms capture and commodify the values that are inherent in the countryside. Part of this process is the portrayal of image and is an essential element of the new economy of signs and symbols. This image was critically challenged during the outbreak and thus affords us a unique opportunity to examine what happens, the impacts and effects, on small rural business when the image is tarnished. The findings show that small firms in rural areas suffered badly, even in areas where there was no disease. This leads one to argue that the effects of the disease were generated, less by fact, and more by the production of image. However, it was also found that rural small firms were extremely flexible in their responses to the crisis. In turn this seems to suggest that many small rural businesses may have a particular resilience which augurs well for sustainability.

The purpose of this paper is to highlight why organisations need to shift from homogenous talent management to inclusive talent management. The authors argue that having a diverse workforce and inclusive culture is a business imperative and not just “a nice thing to do”.

The authors share their experiences of both interviewing directly and the results of their research into organisations that have taken steps to be more inclusive.

The paper explains that there is no “silver bullet” that will result in any organisation becoming more diverse and inclusive. However, there are a number of steps and “nudges” that can be taken to move towards inclusive talent management.

The authors have made every effort to select organisations from different sectors and regions but recognise that there will be many other examples of good practice elsewhere.

The authors believe that the examples described in the article can be applied in all organisations but will depend on the active support of its leaders and the extent to which they live the values of the company.

The relevance of the themes of diversity and inclusion has become a strategic business priority as organisations recognise the value that having a diverse workforce contributes to achieving their objectives.