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Green building, which is also commonly referred to as sustainable building, is focused on the processes implemented that are environmentally efficient and responsible throughout the life cycle of the building. This accounts for the time of manufacturing of materials, to the erection of these materials, on-site, to the operation of the building and how these efficient materials assist in the operation and running of the building daily, all the way through to the demolition. There are many aspects of the building process that can be switched to green. For the construction industry, the change to green design although the complex is nonetheless necessary. This study thus aims to focus on supporting the knowledge surrounding green buildings in high-rise construction. This research will undertake a comparative analysis and review of one case study in Melbourne, Australia.

The direction of this study commences with an introductory section on what it means to build green. This section is further brokendown to evaluate what factors are involved in constructing a green building. The work then shifts towards the green building from a sustainability point of view, touching base with the level of awareness that is surrounding the green building and the level of ignorance that goes with this. Furthermore, the research includes specific pointers which are strategically placed to directly grab the attention of those who lack knowledge in the area of green building by offering a brief, yet in-depth, discussion of possible materials that can be incorporated in the construction phase and will, in turn, create for a more efficient building. As such, life cycle energy is then introduced and calculations are carried out. These calculations offer a more logical form of validation to the previous points and issues raised, with the hope to achieve a more in-depth grasp of the process involved with green building.

Through comprehensive research, this paper has found the following outcomes. (1) A detailed insight into the contributing factors to green building in high-rise construction and the construction industry in general. (2) An increased understanding of the current status of green buildings within the construction industry. (3) The creation of an effective research methodology plan to implement throughout this research. The appropriate steps and measures, that were required to deliver a successful research piece, included all relevant information. (4) The level of involvement required when calculating the energy levels, including how to perform these calculations when given the correct data, and what these calculations mean concerning what they are defining.

The potential contribution that can be gained from this research is the awareness that is raised in the research and development of green buildings in high-rise construction. This can be achieved by the use of certain materials such as new energy-efficient building materials, recycled materials, etc. Through the incorporation of certain green building methods, an opportunity for cost savings becomes an incentive for the client and builder as the chance for a larger profit margin becomes readily available. In addition to these issues that are anticipated for the potential contribution through this research, the sustainability aspects are also expected to prevail as the construction industry is likely to evolve with changing standards and expectations due to the publicity high-rise buildings achieve, it is more than likely that this research discussion will be adopted willingly and positively promoted for all those involved within the construction industry to get involved. The intention remains that this research paper will be able to contribute a new way of thinking and a new approach to the way of building in the 21st century. As this would be the ideal outcome, the aim remains to portray and deliver information surrounding the views that remain for and against the implementation of green buildings in high-rise construction.

The purpose of this paper is to frame next‐generation enterprise systems (ES).

The model is based on a retrospective analysis of the evolution of enterprise systems, enterprise resource planning (ERP) research and emerging business requirements.

The paper proposes a conceptual framework for extended enterprise resource planning (ERP II). The aim of this model is to compile present ES concepts into a comprehensive outline of ERP II, thus composing a generic map and taxonomy for corporate‐wide enterprise systems.

The paper concludes that the ERP research needs to broaden its perspective in order to accommodate itself to the new issues of next‐generation enterprise systems.

The model is seen as a first step towards a tool to analyse and design complex enterprise systems architecture.

This paper is the first attempt to formalize and capture the ERP II concept and the next‐generation enterprise systems.

Anecdotal evidence suggests that the use of the external supply chain (SC) functionality offered by business‐to‐business electronic marketplaces (EMPs) results in improved efficiencies and reduced costs in supply chains. Anecdotal evidence also suggests, however, that most of the benefits offered by EMPs could also be achieved by an increase in the firm's internal SC capabilities. The firm's decision is thus one of seeking SC efficiencies through internal capabilities (e.g. enterprise resource planning (ERP) systems), through participation in EMPs, or through a combination of both. Seeks to examine this issue.

This paper conceptually examines the choice of using ERP systems versus EMPs within the context of value creation and competitiveness in an SC partnership. Then a dynamic, non‐linear model is proposed to support this decision.

Three findings stand out. First, while small firms are often well served with just using EMPs, large firms are better off using a well‐balanced portfolio of internal and external capabilities along with their SC processes. Second, unless a sufficient level of internal information technology capabilities is present, firms with a large scope of stock‐keeping units will not be able to significantly improve their SC effectiveness by just using EMPs. Finally, the successful acquisition of SC capabilities depends on the level of uncertainty of the associated technology and market.

This paper considers a range of organizational and environmental factors that impact the choice between EMPs and ERP systems that have not previously been considered. The findings have a major impact on the choice of internal versus external functionality to increase the firm's SC capabilities.

This article proposes examining how small to medium‐sized organisations (SMEs) are responding to the challenge of harnessing enterprise resource planning (ERP) and internet technologies to enhance performance and improve competitiveness and aims to identify the barriers preventing organisations from harnessing these technologies.

A case‐based research strategy was chosen. Four leading SMEs were interviewed to determine their approach to extended ERP and the barriers encountered. The primary data collection was based on structured in‐depth interviews with key respondents who were involved in the implementation of extended ERP and closely involved in day‐to‐day operations.

While each of the SMEs had already taken some steps to extended ERP, they adopted a cautious approach to the future. In short, SMEs considering extended ERP should determine the impact on all organisations before proceeding and should also apply the lessons learned from their initial ERP implementation.

Single company case studies could be used to uncover some of the causal mechanisms behind the processes observed. Within‐sector case studies could be used to highlight the issues faced by particular sectors. Cross‐sector case studies could be used to validate the article's conclusions as well as to elucidate differences among sectors.

Managers of SMEs embarking on extended ERP should consider the following challenges: business processes, whether internal or external, must be examined and redesigned as necessary to take advantage of the new technology; an effective change management and communications programme must be run; the lessons learned from the original ERP implementation should be revisited and mistakes made in the past avoided; and a strong business case needs to be developed, with clear objectives and critical success factors.

While the internet has facilitated a shift towards dynamic communication and improved integration, the complexity of integrating electronic supply chain management, e‐procurement and customer relationship management poses an enormous challenge for organisations. This research study indicates that there are multiple ways in which extended ERP can be achieved to add value to SMEs but it is not simply a matter of adding a new application.

The application landscapes of major companies all have their own complex structure. Data have to be exchanged between or distributed to the various applications. Systemizing different data integration patterns on a conceptual level can help to avoid uncontrolled redundancy and support the design process of data integration solutions. Each pattern provides a solution for certain data integration requirements and makes the design process more effective by reusing approved solutions. Proposes identifying these patterns.

After a broad literature review data were obtained from interviews and documentary sources. Ten semi‐structured interviews were conducted within four different companies operating in the financial service industry. EAI‐ and IT‐architects as well as project managers and CTOs were involved in these interviews.

Five different data integration patterns were identified. Solutions for upcoming data integration requirements can be designed using these patterns. Advantages and disadvantages as well as typical usage scenarios are discussed for each identified data integration pattern.

In order to identify data dependencies, to detect redundancies and to conduct further investigations, a consistent methodology for the description of application landscapes has to be developed. The presented design patterns are one part of this methodology only. The approach in this paper only considers data integration while in reality there are also other integration requirements like functional or process‐oriented integration.

The identified design patterns help practitioners (e.g. IT‐architects) to design solutions for data integration requirements. They can map the conceptual patterns to company specific technologies or products to realize the solution physically.

The design patterns are indifferent from any technology or products which ensure a broad application. Business requirements (e.g. requirement for autonomous processing) are considered first when designing a data integration solution.

Proposes providing an insight about enterprise resource planning (ERP) adoption, highlighting contact points and significant differences between the way small to medium‐sized enterprises (SMEs) and large companies approach such a task.

The research is based on a wide literature review, focused on the identification of a taxonomy of business and organizational factors influencing ERP adoption. The deriving research model was incorporated in a questionnaire that was preliminarily tested and finally provided to a sample of 366 companies of any size. Responses were collected through personal interviews made by a dedicated team to a top manager.

The analysis of the empirical data shows that business complexity, as a composed factor, is a weak predictor of ERP adoption, whereas just company size turns out to be a very good one. In other words, companies seem to be disregarding ERP systems as an answer to their business complexity. Unexpectedly, SMEs disregard financial constraints as the main cause for ERP system non‐adoption, suggesting structural and organizational reasons as major ones. This pattern is partially different from what was observed in large organizations where the first reason for not adopting an ERP system is organizational. Moreover, the decision process regarding the adoption of ERP systems within SMEs is still more affected by exogenous reasons or “opportunity of the moment” than business‐related factors, contrary to large companies that are more interested in managing process integration and data redundancy/inconsistency through ERP implementation.

The research model is based on the assumption that business complexity and organizational change are the most relevant variables influencing ERP adoption, and such variables are explained through a set of factors inherently limited by the results of the literature review.

The results of the empirical research provide indication to SMEs willing to take into consideration the adoption of an ERP system. The same outcomes could be incorporated into the development strategies of ERP software houses.

This paper contributes to enhancing the understanding of the factors influencing the evolution of information systems within SMEs with respect to large companies.

The need for an integrated enterprise‐wide approach to management information pronounced data warehousing (DW) the “hot topic” of the early‐to‐mid‐1990s. However, it became unfashionable in the late 1990s, with the widespread implementation of enterprise resource planning (ERP) systems. With ERP managers were led to believe that they would derive informational as well as operational benefits from the introduction of integrated enterprise‐wide systems. However, the recent re‐emergence of DW, to address the limitations and unrealised benefits of ERP systems, provides a new, more complex integration challenge. The main objective of this paper is to present the concept of organisational prerequisites for enterprise‐wide integration projects as a means to help managers preparing for and managing their ERP/DW projects.

This paper draws on existing literature on ERP and DW implementations. It puts forward a model to be further tested and validated by ERP researchers.

The proposed model has the potential to solve the problems experienced in ERP implementations and, more generally, in projects leading to large‐scale enterprise integration.

Existing ERP research indicates that the intelligence phase of most ERP projects is ignored both in practice and in research. This paper lays the foundation for a framework that addresses this problem.

The purpose of this paper is two fold: educate investors about hedge fund managers' activities prior to the fraud recognition by the authorities and to help investors and other stakeholders in the hedge fund industry identify red flags before fraud is actually committed.

The paper investigates fraud committed by the Bayou Funds, Beacon Hill Asset Management, Lancer Management Group (LMG), Lipper & Company and Maricopa investment fund. The fraud activities took place during 2000 and 2005.

The five cases alone cost the hedge fund investors more than $1.5 billion. Investors may have had a good opportunity for avoiding the irrecoverable costs of the fraud had they carefully vetted the backgrounds of the hedge fund managers and/or continuously monitored the funds activities, especially during turbulent market environments.

This is the first research paper to identify and extensively investigate fraud committed by hedge funds. In spite of the size of the hedge fund industry and relatively substantial level and inevitably recurring fraud, academic journals are to yet address this issue. The paper is of great value to hedge funds and their individual and institutional investors, asset managers, financial advisers and regulators.

The purpose of this paper is to offer case studies of hedge fund fraud, solutions that could mitigate hedge fund fraud risk, and a proposal for the industry to establish a hedge fund information depository (HFID) where participants/stakeholders could provide information on any hedge fund on regular basis.

Four major hedge fund fraud cases, Bayou Funds, Lipper Holdings, Manhattan Investment Fund and Maricopa Investment Corporation are used as examples of the complete absence of independent oversight and the application of HFID.

The paper finds that investors in the four funds lost more than $1.3 billion. In all four fraud cases, independent oversight and compliance function were conspicuously missing. In each fraud case there was at least one serious alert (warning) that took place at least 14 months prior to SEC first filing against the fund.

Some hedge fund industry stakeholders may reluctantly join HFID due to concern over possibly disclosing information deemed crucial for their own competitive advantage.

Had third parties become aware of the alerts, they could have made a different investment or business decision. Most importantly, this depository would allow all hedge fund industry stakeholders (accountants, administrators, auditors, investors, marketers, prime brokers, custodians and regulators) to communicate with one another regularly.

The paper makes two proposals: the founding of a hedge fund information depository; and outsourcing of the compliance function for hedge funds where it is more cost effective.