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This purpose of this paper is to identify principal stakeholders and needs in e‐inclusion, with particular reference to senior citizens, determining to what extent those needs are being met or could be met by other stakeholders. It considers inclusive stakeholder organisational structures that could address unmet needs.

Although the European Commission (EC), Member States, local authorities, industry, and researchers have called for greater collaboration and partnerships among stakeholders to overcome the so‐called digital divides, little attention has been giv]en to the form of collaboration. Reviewing various policy‐oriented documents, this paper compiles a list of principal stakeholders and their e‐inclusion needs, reviews existing multi‐stakeholder undertakings and partnership structures as candidates for addressing needs not already met.

Many important e‐inclusion needs are not addressed by any multi‐stakeholder undertaking. Some structured collaboration or partnership should address those needs. A new structure should not merely represent all interested stakeholders, but involve them in decision‐making processes.

This is a conceptual paper, constrained by length from producing a detailed list of needs. Similarly, although the paper identifies 12 different stakeholder categories, some could be further segmented.

Further research and analysis could be undertaken sourcing each identified need, perhaps adding others and further segmenting stakeholder categories.

The paper is of value to stakeholders involved or interested in e‐inclusion efforts. It uses a novel, straight‐forward, approach for identifying stakeholders and needs, who can meet those needs and who is addressing those needs.

The purpose of this study is to illustrate how the adoption of new enterprise resource planning (ERP) systems affects sensemaking in the process of Organizational Identity (OI) integration after a Merger and Acquisition (M&A).

Within a wider case study about an acquisition in chemical/pharmaceutical industry, the paper describes the effects of SAP adoption and implementation on the organizational identity. This methodology, based on semi‐structured interviews to project leaders and to team members, has allowed a deep comprehension of the context, even if results cannot provide statistical evidence of relationships.

Using the Swanson and Ramiller's approach to innovation, the paper argues that ERP adoption and implementation support sensemaking process if innovation takes place with mindfulness and because, in that case, people interact on symbolic meanings sharing retrospective knowledge and cognitive causal maps. After an M&A there are conditions for a mindful innovation with IT and therefore innovating with IT can be an effective way to enforce sensemaking process and, as a consequence, to influence the Organizational Identity evolution. In a constructionist approach, the evolution of organizational identity requires a social negotiation among members where sensemaking has a primary role. So, the integration process following acquisitions can be facilitated by adopting, implementing and assimilating common IT solutions with mindfulness.

The first limitation of this study is referred to timing. The author entered into the company within a year after the acquisition and went out at the beginning of SAP assimilation phase. Therefore, some perceptions could still evolve in different ways. The second limitation depends on the fact that the author analyzed a single case. By focusing on one case of acquisition – an acquisition that gives value to acquired company – the author might be limiting the transferability of the findings.

These results can be useful for both scholars and practitioners. Managers who face organizational change can consider the adoption and implementation of ERP as an opportunity to influence the evolution of Organizational Identity according to strategic priorities.

The value of this study is in its approach that links a strategic level (the new organizational identity expected by managers) with a social level (the new organizational identity that comes from interaction among people). This link is realized not using the ERP as an artefact but using the process of its adoption and implementation.

The purpose of this paper is to demonstrate how some of the information and communication practices of the Tech Media and specifically of Facebook, constitute media corruption. The paper will examine what the professional role of Facebook is regarding its information/communication practices and then demonstrate that Facebook is essentially a media company and not merely a “platform,” therefore liable to the same normative responsibilities as other media companies.

Applying the dual obligation information theory (DOIT), a normative information and communication theory that applies generally to all media companies that disseminate and share information, the paper demonstrates that Facebook’s role of mediating and curating the information of its users places upon it a normative editing responsibility, to ensure both the preventive detection and corrective editing of fake news, as well as other forms of misinformation disseminated on its platform. Finally, applying a philosophical model of media corruption the paper will demonstrate that Facebook’s role in the Cambridge Analytica case was not only unethical but moreover, constituted media corruption.

The paper concludes that Facebook’s media corruption illustrated in the Cambridge Analytica case is not a one-off case but the result of a systemic and inherent conflict of interest between its business model of selling users’ information to advertisers and its normative media role rendering the conflict of interest between those two roles conducive to media corruption.

The paper's originality is twofold. It demonstrates that Facebook is a media company normatively accountable on the basis of an original theory the DOIT and moreover, on the basis of an original media corruption theory its actions in the Cambridge Analytica case constituted media corruption.

Higher education institutions shape the professions which are the conduit for the disciplines’ ways of knowing, the worldview or mindset of the professions, and the intellectual frameworks by which problems and policies are defined. The generational, conscious, and unconscious agreements between higher education and the professions perpetuate the status quo, resulting in continued disproportional impacts based on race, gender, ethnicity, language, orientation, and differing abilities in every major industry sector; including education, health, employment, housing, finance, technology, and the criminal justice system. Cultural responsive pedagogy provides a process of altering these agreements by surfacing the dual consciousness of our multiple social identities and the multidimensional social, political, and economic contexts in our collective co-existence. The connections between culture and mindset, conscious and unconscious, and the social-political context shape teaching and learning. Mindfulness is a pathway for cultivating cultural competency through embodied awareness by building the reflective muscle to recognize, disrupt, and transform deep-rooted beliefs, entrenched assumptions, and well-established behaviors. Mindfulness invites both faculty and students to bring their intellectual, social, emotional, and spiritual selves to the learning exchange.