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The tradition of urban public space confronts the reality of a ubiquitous, mobile ‘me media’ filled environments. Paradoxically, the ability to connect globally has the tendency of disconnecting location. The examination of modern public spaces, diversity and spontaneity in those spaces requires recognition of the transformative power of changes in the media landscape. Compartmentalization or segregation of interaction based on choice shapes attitudes toward diversity. In the digital media environment the individual blocks, filters, monitors, scans, deletes and restricts while constructing a controlled media environment. Modern urban life is lived in the interstice between physical and mediated spaces (between physical local and virtual connection) the relationship to public space. Augmented with embedded and mobile media public spaces simultaneously offer those who enter a combination of connection and detachment. This paper utilizes a media ecology model.

The purpose of this paper is to argue that transparency is a two‐sided concept associated with openness and surveillance.

A position is asserted arguing the need to examine the fact that both transparency and surveillance are management tools in an information society. It is argued that from transparency, to translucence to opacity there are degrees of openness with technical and policy filters imposed intentionally and unintentionally in between those who observe and those who are observed. The illusion of transparency is considered along with the notion that gatekeeping or filtering is associated with making relevant information available.

Transparency and filtering the flow of information are considered as essential to the governance of organizations' rooted social contract theory.

Transparency and limits on transparency should be proactively addressed in organizational structure and policy and must be communicated effectively for both pragmatic and symbolic purposes. This further suggests the need for media literacy training within organizations.

The authors conclude that the perceived right of access cannot be underestimated as a fundamental management tool. This paper proposes the publication of an organizational “Bill of Rights” to demonstrate a commitment to transparency.

Drucker's views about ethics are supported by the philosophical foundations of Aristotle and Confucius with regard to the responsibilities and interdependencies that exist between individuals, organizations, and societies. The purpose of this paper is to demonstrate Peter F. Drucker's work in the field of ethics as being applicable to the twenty‐first century and beyond.

The approach used to research the topic was qualitative and constructive in nature. Primary resources relied on published scholarly work from Peter F. Drucker and Aristotle, in connection with work from other scholarly sources.

The research demonstrates the continued viability of Peter F. Drucker's work in the field of ethics, as being applicable to the twenty‐first century and beyond.

The paper offers substantive underpinnings for the current study of ethics in the business disciplines, while at the same time suggesting that “plus ça change, plus c'est la même chose” (The more things change, the more they stay the same).

As a contribution to honor the life and works of Peter F. Drucker, the paper is original in that Drucker's work in the field of ethics is highlighted. The paper is supported by ancient philosophical underpinnings that offer a foundation for Drucker's work and allow his lessons to continue for generations to come.

The authors review Peter Drucker’s writings, framing them within the context of his formative years. Moving to an analysis of the lens through which he views business, nonprofits, and government, they examine the nexus at which public administration, nonprofit management, and business meet. Specifically, Drucker’s prediction of the centrality of the knowledge worker to productivity and his focus on organizational mission are situated squarely at the nexus. His attention to nonprofit management represents a useful application of his notion of mission‐focused management. However, his treatment of public management falls short, failing to appreciate the dynamics of cultural and constitutionally‐imposed restraints.

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.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

This lesson uses Irena Sendler and the Children of the Warsaw Ghetto to introduce students to a true story of a Catholic, Polish social worker who saved the lives of thousands of Jewish children during World War II by relocating them. Students are asked to consider Irena’s actions and her motives. Students then are introduced to the Kindertransport, a series of rescue missions of Jewish children from Nazi Germany, by reading the stories of children who were involved in the event. To help students understand the relocation of children during World War II was not an isolated incident in history, students examine the Pedro Pan Airlift of 1959-1960 in order to compare and contrast the event to the Kindertransport of World War II.

For many years, facility and real estate executives have focused on reducing workplace costs as the primary way to add value to their organisations. They have implemented a variety of measures over time to improve traditional facility metrics such as cost per person, cost per seat and area per person. As global businesses contend with a bewildering array of challenges such as the uncertain world economy, unstable and often plunging stock market values, terrorism and war, however, the search for leverage in every aspect of the organisation is relentless. More is being demanded, especially from workplace assets. The good news is that much more is possible. The concept of ‘workplace’ is being redefined to keep pace with changes in organisations, employees, technology, environmental sensitivity, culture and the nature of work itself. As the approach to workplace becomes more people‐centric and less place‐centric, what emerges is a new possibility for the workplace to be utilised as a strategic business tool. People are the key to business performance; the workplace can enable and catalyse people and the work they do. This paper deals with the process for linking workplace to business performance, key tools, innovative ways of measuring this linkage, and examples of the value a variety of organisations are achieving through their innovative workplace strategies. The paper is intended to provide real estate executives and facility managers with greater perspective on the contribution that the workplace can make to achieving business objectives. It will also explore ways of incorporating adaptability and flexibility into the design aspect of workplace strategies to achieve maximum velocity and return on investment. As organisations struggle to adapt to current business conditions, a high‐performance workplace is no longer simply a desirable long‐term goal; it may well be a key to survival.