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The Internet has evolved into a dynamic source of information as well as an extraordinary marketing tool that is able to reach nearly any user. The Internet phenomenon has…
The Internet has evolved into a dynamic source of information as well as an extraordinary marketing tool that is able to reach nearly any user. The Internet phenomenon has become a source for gathering timely information and converting data into profitable results at a faster rate for many firms and individuals in this revolutionary era of the twentieth century. Participants of the economy from households to foreign markets have found this dynamic phenomenal system to be a way to reach the masses with a large percentage of the Earth’s composite knowledge. Examines the revolutionary impact of the Internet on the discipline of marketing for the next decade and next century.
ELSEWHERE in this number we list libraries which have Esent us copies of their annual reports which we are glad to have. Now and again we are able to elaborate on these, but in the present issue that has not been possible. We would say, however, that these reports are deserving of the attention of librarians generally, and of students at the library schools. They are records of work in progress, and they do suggest the development of library policy. The best of them are of textbook value.
This chapter evaluates research from the past 10 years suggesting that surfing can help develop ecological sensibilities and, in turn, lead to more environmentally sustainable lifestyles and practices.
The first part of the chapter reviews some of the key themes in the movement toward more sustainable surfing, including surfers' lifestyle practices. The second part of the chapter offers more in-depth case studies of (1) the production and consumption of surfboards and (2) the emergence of wave pools. Through these two case studies the chapter explores more promising practices that are driving more desirable human–surfing–environment relationships.
The chapter highlights the key tensions in debates over the so-called sustainable surfing movement. While surfers continue to see themselves as environmentally connected and having special relationships to the environment and sustainability, there are many contradictions and inconsistencies in this relationship. The negative environmental impact of the surfing industry remains notable, including in tourism, board manufacturing, and surfing events. The chapter highlights the limitations of relying on market-based, technologically dependent approaches to sustainable development.
The chapter shows the potential and promise of technological innovation for more environmentally sustainable practices, while recognizing the ongoing challenges in changing attitudes in the surf industry, and among many participants/consumers. It echoes broader literatures showing that attitudes and behaviors around environmental issues are complex and paradoxical.
Roger L. Martin, one of the most respected strategists, is questioned by veteran S&L interviewer Brian Leavy. The questions range from the how and why of integrative…
Roger L. Martin, one of the most respected strategists, is questioned by veteran S&L interviewer Brian Leavy. The questions range from the how and why of integrative thinking methodology to academic arguments over resource-based view of strategy.
Martin, co-author with Jennifer Riel of the new book Creating Great Choices, shares the insights they have developed while learning how to guide executives through integrative thinking methodolgy.
The necessary raw materials for an integrative solution are two opposing models. By exposing your model to other models through interaction, together you can utilize pieces of those models to generate a new one.
We see the value of prototyping solutions – expecting to be only partially right with the first prototype and learning a lot from putting the ideas into action, seeing what works and what doesn’t, and improving iteratively.
Martin’s guide to break though thinking shares the insights he has learned from working with brilliant CEOs and others who have sought to find a better solution to a dilemma or paradox than the unsatisfactory solutions confronting them.
The purpose of this paper is to present an interview with professor and noted author Roger Martin discussing three major topics— the future of capitalism, better executive…
The purpose of this paper is to present an interview with professor and noted author Roger Martin discussing three major topics— the future of capitalism, better executive decision making and innovations that boost customer value – all at the heart of current executive concerns.
The paper presents Martin's view, – that modern capitalism has come through two major eras over the last century, managerial capitalism (1930s to 1970s) and shareholder capitalism (1980s to 2000s). He argues that the time has come to embark on a new era, the era of “customer capitalism” and explains why.
In answer to another set of questions, Martin provides his own insight into one of the management field's most elusive and intriguing questions: what is the essence of outstanding leadership, particularly at the CEO level? His research has led him to the finding that exceptional leaders are distinguished most by the way they think, by their capacity for what he calls “integrative thinking.”
To a third set of questions, Martin offers his own solution to one of the major challenges facing senior executives today, how to become more innovative, not only in products and process, but also in the area of business management itself. His answer – executives should look to the concept of “design thinking” and learn how to apply it more widely to processes like strategy development and business model innovation.
Roger Martin believes that the shareholder value system has been rigged to the detriment of stockholders, that great managers are distinguished by how they think before they decide what to do and that design thinking is a key competitive competency. Martin offers groundbreaking ways to think about leading and management.