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The future of higher education for business and management is discussed against the framework providedby the 1959 Gordon‐Howell and Pierson reports, and the 1988 Porter and McKibbin report. In light of the concern for rapid and uncertain environmental change,a model of business school roles in contemporary society ‐ passive provider, participating provider, and pathfinding provider ‐ is presented. Implications forbusiness curricula and faculty are examined. Further attention is given to the needs for greater vertical and horizontal integration of business schools with their external environments. A final caution advises that business schools should seek to respond to future challenges without sacrificing their own identities which are essential to the emergence of true institutional excellence.

The purpose of this study is to provide an alternative graph-based airspace model for more effective free-route flight planning.

Based on graph theory and available data sets describing airspace, as well as weather phenomena, a new FRA model is proposed. The model is applied for near to optimal flight route finding. The software tool developed during the study and complexity analysis proved the applicability and timed effectivity of the flight planning approach.

The sparse bidirectional graph with edges connecting only (geographically) closest neighbours can naturally model local airspace and weather phenomena. It can be naturally applied to effective near to optimal flight route planning.

Practical results were acquired for one country airspace model.

More efficient and applicable flight planning methodology was introduced.

Aircraft following the new routes will fly shorter trajectories, which positively influence on the natural environment, flight time and fuel consumption.

The airspace model proposed is based on standard mathematical backgrounds. However, it includes the original airspace and weather mapping idea, as well as it enables to shorten flight planning computations.

This paper examines the problem of digital library adoption by traditional libraries, and the efforts of the National Science Digital Library and the OCKHAM Initiative to address this problem.

The Chartered Manager Degree Apprenticeship (CMDA) was approved for delivery in the UK in 2015 (IfATE, 2023). The CMDA offers future managers the opportunity to gain a recognised degree as well as the practical skills to thrive in today's competitive job market. A number of studies have been written on the development phase of the CMDA in various institutions, but to date no systematic review exists to provide an overview of commonalities and insights gained across these studies. This review aims to fill this gap.

A systematic literature review (SLR) was used to identify studies written on the CMDA since its introduction. In total, 12 papers met the authors' selection criteria, and thematic coding was used to analyse and present the findings.

Findings were grouped into five themes: (1) curriculum design; (2) programme delivery and support for apprentices; (3) portfolio of evidence and End Point Assessment (EPA); (4) working with employers and (5) recruitment and onboarding.

This review is the first synthesis to date of literature written on the CMDA. The authors' analysis has allowed them to formulate recommendations for future practice that will be of use to providers in the next phase of the CMDA's development.

This paper advocates the use of graph database platforms to investigate networks of illicit companies identified in money laundering schemes. It explains the setup of the data structure to investigate a network of illicit companies identified in cases of money laundering schemes and presents its key application in practice. Grounded in the technology acceptance model (TAM), this paper aims to present key operationalisations and theoretical considerations for effectively driving and facilitating its wider adoption among a range of stakeholders focused on anti-money laundering solutions.

This paper explores the benefits of adopting graph databases and critiques their limitations by drawing on primary data collection processes that have been undertaken to derive a network topology. Such representation on a graph database platform provides the opportunity to uncover hidden relationships critical for combatting illicit activities such as money laundering.

The move to adopt a graph database for storing information related to corporate entities will aid investigators, journalists and other stakeholders in the identification of hidden links among entities to deter activities of corruption and money laundering.

This paper does not display the nodal data as it is framed as a background to how graph databases can be used in practice.

To the best of the authors’ knowledge, no studies in the past have considered companies from multiple cases in the same graph network and attempted to investigate the links between them. The advocation for such an approach has significant implications for future studies.

This paper aims to help managers understand digital disruption and implement strategies that will support the digital transformation of companies. Traditional companies need to learn from disruptive ventures and reimagine their business models based on digitalization.

The study is based on multiple case studies of both disruptive startups and established organizations navigating digital transformations.

The authors introduce three levels of digitalization to build a framework of six different value creation stages that result from digitalization. Companies need to create digital products, enhance their processes with digital technology and most important reimagine their business models.

Managers receive guidance on how to deal with digital disruption. They can learn from pathfinding companies that successfully leveraged digital technology to create and capture new value.

The original contribution of this paper is a simple and useful framework to understand and leverage digital disruption.

The authors conducted an action research study with the aim of understanding current commercial offerings in modular designs in virtual environments and to explore modularity development based on consumer input for the purpose of personalizing three-dimensional (3D) virtual fashion stores.

Through five phases of diagnosing, action planning, action taking, evaluating and specifying learning, the authors attempted to diagnose the current commercial offerings of modular designs in virtual spaces and to identify the right type and the number of modules and modular options for personalizing 3D virtual stores based on consumers' actual designs and focus group input. The authors then further conceptualized modules to serve as an example for developing modularity in 3D virtual reality (VR) stores.

In the diagnosing phase, the authors investigated the modularity structure of cocreating a retail store in two popular virtual worlds: Second Life and The Sims 4. In the evaluation phase, the authors identified modules and modular options for personalizing 3D virtual stores based on a content analysis of consumers' post-design focus group discussions. In the last phase (specifying learning), the authors conceptualized a total of nine modules and 38 modular options for personalizing 3D virtual stores, including style, price point, product category, color, presence of avatar, virtual product try-on, music, product recommendation and product customization.

The significance of this study lies in the pioneering methodological work of identifying, creating and visualizing 3D VR modular store options based on consumer input and in improving the authors’ understanding of current commercial offerings. This study also enriches design theories on cocreation systems. The authors’ suggested modules for personalizing 3D virtual stores could inspire future evidence-based designs to be readily used by VR retailers as well extend the application of mass customization theory from the realm of product development to retail environments.

Tour guides play a significant role in sustainable tourism development as leaders, mediators, resource managers and promoters of economic prosperity. This paper aims to show how local Tibetan tour guides practice sustainable tourism in their encounters with Western tourists.

The data consists primarily of 15 in-depth interviews with native Tibetan guides,Content analysis of the data were undertaken.

It was found that the guides adopt sustainable tourism practices based on their local religious wisdom and experiences as they try to establish harmonious host–guest relationships. Western clients also encourage guides to adopt more proenvironmental behaviors. The “hosts” live by Buddhist concepts such as samsara that are in line with concepts such as altruism and benevolence. Most “guests” are well-behaved and try to build sincere mutual relationships with local people. Host and guest cocreate value for local sustainable tourism practice.

Tour guides can practice sustainable tourism in a leadership role or as mediators, resource managers or promoters of economic prosperity. They also maintain a sincere and kind relationship with their guests that goes beyond the instrumental host–guest relationship and might help to cocreate value for local sustainable tourism practices.

Tour guides’ sustainable practices have been examined in the past based on their roles as leader, mediator, resource manager and promoter of economic prosperity. But researchers have seldom examined circumstances in which the tourists and tour guides were from different cultures. This paper addresses this gap.

导游作为领导者、中介者、资源管理者和经济繁荣的促进者, 在旅游可持续发展中发挥着重要的作用。本文展示了藏族导游在与西方游客的接触中如何实践可持续旅游。

深度访谈15个对当地藏族导游, 对收集的数据进行内容分析。

导游基于本土的宗教智慧和经验, 尝试与建立更加和谐的主客关系时, 从而实现可持续旅游实践。西方客户也鼓励导游采取更环保的行为。“主人” 的生活遵循佛教轮回等观念, 提倡“利他”、“仁爱”。大多数“客人” 都行为得体, 试图与当地人建立真诚的相互关系。主客共同为当地可持续旅游实践创造价值。

导游可以作为领导角色或中介、资源管理者或经济繁荣的促进者实践可持续旅游。他们还与客人保持真诚和友好的关系, 这超越了工具性的主客关系, 可能有助于共同为当地可持续旅游实践创造价值。

在过去的研究中, 导游的可持续实践基于他们作为领导者、中间人、资源管理者和经济繁荣的促进者。但研究人员对游客和导游来自不同文化的情境缺少关注, 我们的研究试图解答这一问题。

Los guías turísticos desempeñan un papel importante en el desarrollo del turismo sostenible como líderes, mediadores, administradores de recursos y promotores de la prosperidad económica. Este documento muestra, cómo los guías turísticos tibetanos locales practican el turismo sostenible en sus encuentros con turistas occidentales.

Los datos consisten principalmente en 15 entrevistas en profundidad con guías tibetanos nativos. Los datos fueron analizados mediante el método de análisis de contenido.

Se encontró que, los guías adoptan prácticas de turismo sostenible basadas en su sabiduría y experiencias religiosas locales, mientras intentan establecer relaciones armoniosas entre el anfitrión y el huésped. Los clientes occidentales, también alientan a los guías a adoptar comportamientos más proambientales. Los “anfitriones”, viven según conceptos budistas, como el samsara, que están en línea con conceptos como el altruismo y la benevolencia. La mayoría de los “visitantes” se comportan bien y tratan de construir relaciones mutuas sinceras con la gente local. El anfitrión y el huesped, co-crean valor para la práctica local de turismo sostenible.

Los guías turísticos pueden practicar el turismo sostenible en un papel de liderazgo o como mediadores, administradores de recursos o promotores de la prosperidad económica. También mantienen una relación sincera y amable con sus huéspedes que va más allá de la relación instrumental anfitrión-huésped y podría ayudar a co-crear valor para las prácticas locales de turismo sostenible.

Las prácticas sostenibles de nuestra guía han sido examinadas en el pasado en función de sus roles como líder, mediador, gestor de recursos y promotor de la prosperidad económica. Pero los investigadores, rara vez han examinado las circunstancias en las que los turistas y los guías turísticos eran de diferentes culturas. Abordamos esta brecha.

The Great Benchmarking Scam? Time was, in management circles, that the term “benchmarking” would induce none‐too‐disguised yawns in recognition of it “being something to do with computers or job evaluation”. Not today; those yawns have been replaced with the excited management‐blabber of a new fad. You can benchmark anything these days; I encountered recently a guide to benchmarking employee attitudes.