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Representatives of five prominent library integrated system vendors—M.E.L. Jacob (OCLC), Joe Matthews (Inlex), Mike Monahan (Geac), Gene Robinson (CLSI), and Steve Salmon (Carlyle)—express their views on ethics and the marketplace. The need for ethical behavior by all sectors of the marketplace—librarians, consultants, and vendors—is emphasized and illustrated. Four sidebars are included: one addresses the need for customer data rights standards; others contain the code of ethics/practice issued by three professional organizations for consultants.

Empirical analysis does not yet converge on a unique set of factors which determine CEO compensation within the electric utility industry. There is some evidence, for example, that compensation and firm size are positively related, and that compensation and accounting profitability are either unrelated or negatively related (Carroll & Ciscel, 1982; Hirschey & Pappas, 1981). On the surface, these findings argue against the need for incentive programs within the utility industry since regulation itself assures adequate firm profitability.

Addresses the general issue of the effective management of public relief programmes. Proposes that in the search for an appropriate guiding framework, public administrators could overcome some of the perennial problems stemming from lack of management continuity between ad hoc programmes by adopting the so‐called “privatization paradigm”. Develops a comparative analysis based on the Bureau of Indian Affairs′ (USA) recent effort to assist American Indians start and maintain viable business ventures. Argues that the substantial non‐securing management costs of business relief programmes could be reduced if administrators applied management models provided by privatization theory to the direction of their programmes.

Ecosystems’ digitally enabled networks that enhance corporate value propositions by linking corporate units, suppliers, distributors, partners, customers and other stakeholders -- have become the engine that drives performance and strategic impact across economies. Article examines which ecosystem strategies are appropriate for firms in various situations.

A new IBM Institute for Business Value (IBV) survey of 700 executives involved in decision-making about their organizations’ ecosystem growth and partnering reveals that the companies most focused on ecosystem engagement consistently generate higher growth and more business value.

Analysis of the executive responses identified four distinct strategic approaches for ecosystem activity – Accelerate, Expand, Ignite and Reposition.

Success is likely only if firms pursue the right ecosystem strategy for their situation, with the right business partners, executed the right way.

Ecosystems can enhance the value of products or services through both competition and cooperation with partners and rivals. For enterprises battling dislocation and disruption, ecosystems promote agility and resilience and can identify new revenue opportunities. As such, ecosystems have been the essential vehicle for growth and expansion for many corporations.

The Virtual Enterprise model expands potential for extreme digitalization, extended value chains and intelligent workflows, along with new partnership and ecosystem approaches.

Analysis of a new survey of more than 7000 C-suite executives conducted by the IBM Institute for Business Value (IBV) provides new and striking insights into what operational, organizational and cultural environments are most conducive to effective and enduring digital transformation.

The Virtual Enterprise re-imagines how and where work is done, re-evaluating the necessity for physical assets, infrastructure and talent.

The single most important characteristic of the Virtual Enterprise is “openness”, which brings value at three levels: inside the enterprise, with partners outside the enterprise and with the wider ecosystem.

The research found that the high technology adopters who focus on “openness” and “ecosystems” enjoy a 40 percent revenue growth performance premium over their advanced competitors.

This paper encourages teachers and scholars of English Language Arts to engage deliberately with literary ambiguity.

Through close attention to ambiguous moments in commonly taught texts, the essay argues that explicit attention to ambiguity can support four enduring goals in the field: fostering social justice, developing students’ personal growth, cultivating dispositions and skills for democracy and engendering disciplinary literacy skills.

The readings suggest the following: first, wrestling with ambiguities in Harper Lee’s To Kill a Mockingbird may foster critical orientations needed in the fight for social justice; second, ambiguities in Gene Luen Yang’s American Born Chinese may support students’ personal development; third, questions generated by Walter Dean Myers’ Monster invite readers to practice skills needed for democracy; finally, exploring divergent interpretations of Laurie Halse Anderson’s Speak may develop students’ disciplinary literacy skills.

In an era marked by standardization and accountability, it may be difficult for teachers and scholars to linger with literary ambiguity. By underscoring the instrumental potential of literary ambiguity, the essay illustrates why and how teachers might reject this status quo and embrace the indeterminacy of literary ambiguity.