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The purpose of this paper is to understand how emerging technologies and Web 2.0 services are transforming the structure of the web and their potential impact on managed learning environments (MLS) and learning content management systems (LCMS).

Innovative Web 2.0 applications are reviewed in the paper to explore how they incorporate a new paradigm, reshaping the web as an electronic platform for social networks, where users share, edit and collaborate on the publication of content.

The paper finds that, in this rapidly changing environment, educators need to consider the implications of these developments for the current design of the LCMS. An emerging generation of users influenced by social networking experiences and empowered to create, publish, appropriate and redistribute content may find the structures of the LCMS traditional and inflexible in contrast with the user‐centered approach of Web 2.0 services. This fundamental shift in the experience of the digital environment in the social world will require innovative solutions, including broad institution‐wide dialogues on the role of organizations in a Web 2.0 environment, innovative approaches to faculty training, a new emphasis on the role of faculty as learners in a rapidly changing environment, and rethinking the underlying architecture of the LCMS model.

The recent emergence of these new developments and the essentially fluid nature of these innovations on the web suggest that the conclusions here remain essentially speculative in nature.

This paper identifies a critical challenge in the integration of technology into the teaching‐learning environment and the re‐evaluation of the role of a vendor‐specific enterprise LCMS in the design of e‐learning facilities.

International marketing is undergoing a transformation to become integrated global marketing. The emphasis has shifted from understanding and explaining between‐country differences to identifying transnational similarities; and from country‐by‐country functional adjustment of marketing mix elements to seeking global cross‐functional integration. In this paper, the authors discuss how the contextual factors of international marketing are changing to make between‐country differences less relevant for international marketing practice. The emergence of integrated global marketing has a greater potential for theory development in international marketing as it is not contextually bound and thus can be generalized.

A new form of “museum” has emerged which takes advantage of the Internet′s seemingly limitless format options for electronic presentation and ability to tailor in‐depth presentations to niche audiences. Constraints of ownership and geographic location are lessened as Internet‐based museums point to sources across the globe. Collections which are physically impossible to construct are being mounted electronically. Offers a sampler of museums and galleries around the world which are making use of WorldWide Web or Gopher servers.

The purpose of this paper is to consider the development and application of marketing theory and practice over time and its current status. The terms “brickbats” and “bouquets” are used as metaphors to extend praise or criticism for marketing. In doing so, the authors draw upon the views of leading theorists over time and apply these in the current environmental context.

The approach adopted is discursive, critical and conceptual.

Following literature review, and drawing upon current examples, marketing as a discipline is subject to both kudos and criticisms. Nonetheless, it is concluded optimistically in that marketing can be an even greater source for societal good. That “goodness” is partly based upon the added impetus of social media adoption and use by consumers, the need for growth and accelerative innovation in the digital age coupled with the democratisation of consumption. Nonetheless, the authors offer the caveat that free competitive markets lead to market failures, and the need for market regulation by governments is becoming more evident.

The implications of the paper are profound. Academics should be concerned in and involved with marketing theory. Questions need to be raised concerning non-robust definitions of marketing and its application. The authors wait for a consumer-led approach to marketing to add depth to the marketing theory.

Marketers need to be made more accountable for their actions. Consumers need to become part of the marketing process. Marketing claims need to be verified by delivered benefits. Companies need to take steps to ensure that the marketing process does not end at purchase. Satisfaction needs to be made manifest. Likewise, dissatisfactions need to be managed well as part of the marketing process.

Too much marketing currently is relatively unregulated in the sense that there are so few opportunities to evade its myriad reach and – despite social media – little chance of changing marketing practice for the good of societies. Many criticisms of marketing practice are not being addressed in the literature.

Marketing is a vibrant force in all nations and markets. It is deeply rooted in business practice. It is contemporaneous and relevant. It is global and national. But, it is not entirely all good news. There are caveats and criticisms as well as kudos and praise. While both are addressed here, the topic needs to be considered for marketing and its accompanying theory and practice to change.

Drawing on the literature from cognitive neuroscience and auditing research on professional skepticism (PS), this paper identifies new research questions, determinants, and theories that may resolve current problem areas in PS research. We identify the following PS research areas that neuroscientific perspectives can potentially improve: 1) theory, 2) trust, 3) trait and state skepticism, 4) deception/fraud detection, and 5) skeptical judgment and action. The paper concludes with a discussion of the critical question of whether integrating a neuroscientific perspective in PS research is worthwhile and provides further direction for future research.

Early works in strategic management described strategy process and were quickly followed by a plethora of strategy content articles focusing on tools, theories, frameworks and models for use in strategizing. Subsequently, strategy research and pedagogy diverged along these lines and the two streams have not been satisfactorily reconciled. As the process incorporates content and content requires process, this paper seeks to answer the question; can some relational consistency and historical reconciliation be developed? The purpose of this paper is to propose a process/content interrelation and a generic model of strategizing.

The authors first identify the opportunity for this integration through the historical development of the two streams. The authors then review contemporary scholarly literature, strategic management textbooks and university syllabi to determine which elements of the strategy process and content are most frequently promulgated.

The authors discover a generally ubiquitous core of concepts, but great inconsistency in how they are emphasized, linked and/or applied. Beyond these core concepts, faculty syllabi included a wide range of more idiosyncratic content (appearing very infrequently – possibly related to instructor research or interest areas), such as blue ocean or game theory. The authors then propose a 2 × 2 matrix with axes of the level of analysis and stage of activity. The authors provide a populated matrix and discuss the implications of this matrix for future scholarship and teaching.

This paper begins a process of integrating the historical divide between strategy process and strategy content. It provides insights for classroom faculty, historians and practitioners.

Since the end of the Second World War, American society has seen the emergence of technology promising to make life easier, better and longer lasting. The more recent explosion of the Internet is fulfilling the dreams of the high‐tech pundits as it provides global real‐time communication links and makes the world's knowledge universally available. Privacy concerns surrounding the development of the Internet have mounted, and in response, service providers and website operators have enabled Web users to conduct transactions in nearly complete anonymity. While anonymity respects individual privacy, it also facilitates criminal activities needing secrecy. One such activity is money laundering, which is now being facilitated by the emerging Internet casinos industry. These casinos can be physically located anywhere with websites available worldwide. Internet casinos were a target of legislation by the US Congress, but the legislation, the Internet Gambling Prohibition Act, failed to pass. So, at the moment, Internet casinos are a virtually unregulated mechanism for laundering illegal funds.

Using a single case study of The Global Soap Project, a social enterprise founded by an African Immigrant resident in the USA, this study aims to explore and posit how lives could be saved in Sub-Saharan Africa and especially so in light of the Ebola pandemic ravaging swathes of West African communities.

The qualitative study interrogates both the identity of a diasporic social entrepreneur in an attempt to develop a framework that links this concept to community entrepreneurship using a single case study.

With hindsight, The Global Soap Project has much to offer in terms of “saving lives” in these communities, as the battle against the Ebola virus calls for containment measures.

While arguably limited in terms of being a single case, this study furthers the understanding on the role of social entrepreneurship in complementing community efforts and coping strategies for tackling pandemics such as the Ebola virus.

Evidently, while vaccines are being fast-tracked, the spread of the virus can be curtailed through personal hygiene, and the project illustrates how an individual social enterprise can be leveraged at the community level.

The study provides avenues for future research enquiry into how single cases might be transformed into multiple cases, both within and across sectors, for the benefit of humanity in general and affected communities in particular.

Global cycles of leadership and hegemony have repeated since 1492, leaving to history Dutch, British, and now declining US hegemonies. Theoretical models (Chase‐Dunn and Rubinson 1977; Hopkins and Wallerstein 1979; Arrighi 1994), historical narratives (Wallerstein 1974, 1980, 1989; Kennedy 1989), and statistical analyses (Modelski and Thompson 1988; Boswell and Sweat 1991) portray the cycle of hegemony as a fixed dynamic inherent to the world‐system. Can we expect the future to be any different?

Twenty years before Sherlock Holmes donned his deerstalker and informed Watson that “the game's a‐foot!” an American woman, Seely Regester, pub‐lished a mystery entitled The Dead Letter (1867).