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The essayist contends that American academia is rife with a "dog‐eat‐dog" version of Social Darwinism, or survival of the fittest through brutal competition. Offered as evidence are the training of too many students for limited career opportunities, prolongation of graduate training to provide professors with cheap assistants, conversion of 40 per cent of faculty to adjunct status, crushing student debt. Higher education is becoming a bloated, inefficient, non‐innovative, and marginally productive process.

Age discrimination is common and occurs in all types of industries, fields, and professions all across the world. The common misperceptions about “older workers” include hard‐to‐break habits, technological ignorance, and lack of energy and flexibility. Such attitudes, expectations, and perceptions of older workers should not exist in our professional community. Whether old or young, all people should be treated with respect and dignity. The purpose of this article is to understand the reasons behind age discrimination and ways to prevent it from occurring in the workplace. Removing age discrimination in the workplace lies in the hands of all organisations. First, they need to demolish the myths of age and realise its strengths, such as reliability, mature judgement, lack of impulsivity, timeliness, strong work ethics, and experience. Second, upper management should educate its chain of managers and supervisors about the effects discrimination has on the company’s financial situation as well as its reputation. The government plays a major role in enforcing the laws regarding age discrimination and punishing those who are unlawful.

To deliver superior customer experiences, retailers are increasingly turning to augmented reality (AR) technologies for new digital services that can enhance their customer interactions. The potential of AR has been validated in lab experiments, but when implemented in real-world contexts, its commercial impact has been limited. Therefore, this paper investigates how to design AR-based services (AR services) that enhance customer experiences in retail.

The paper uses a conceptual research approach to integrate research on AR in the context of retail, combining customer, retailer, and technical perspectives with the design thinking method to demonstrate how the challenge of AR service design can be addressed through design thinking.

The paper develops propositions that explain how a design thinking method is useful in the design of effective AR services. The paper also articulates principles for how to implement the design thinking method in the specific context of AR for enhanced customer experiences.

The study documents critical practices for retailers seeking to be competitive with superior customer experiences under the increasing digitalization of retailer-customer interactions.

The study contributes to the service design literature by answering the call to develop moderately abstracted explanations of how different digital technologies can be used to provision new services in different application domains, with the focus here being the design of AR services in the context of retail.

The role of social science in the curriculum of technical institutions of higher learning has always represented a series of tradeoff challenges and opportunities. Recently, issues to be addressed by those developing curricula for this audience have received increased attention. The difficulties that social and physical scientists have had collaborating on research projects have also been a matter of increasing attention and concern. Hence, to enrich this discussion we will offer a historical case study covering a 35-year (so far) experiment at Worcester Polytechnic Institute (WPI) in which both organizational and educational issues had to be addressed as faculty members of both backgrounds worked with technical students on educational projects dealing with social issues.

Based on the new book Think Marketing by the author, to stimulate the thinking of business managers about the fundamental issues before them. It is argued and demonstrated that these fundamental issues are simple and that, unless they are addressed, the business will be plunged into wasteful firefighting and panic, and run the risk of suffocating in the complexity of reactive responses to events in the business environment. The view is taken that it should be the purpose of managers to foster and stimulate a marketing attitude in the mind of every person in a business organisation. Creativity is there to be stimulated and harvested; innovation (exploiting that creativity) is an essential, down‐to‐earth, everyday task for every manager.

The purpose of this paper is to investigate the performance implications of two major mechanisms for organizational learning (i.e. exploration and exploitation). Exploration refers to firm activities that explore new and novel knowledge, whereas exploitation reflects the extent to which a firm reuses its existing knowledge. The authors predict curvilinear (i.e. an inverted U-shape) relationships between exploration/exploitation and firm performance, respectively. That is, firm performance first increases with exploration/exploitation at a decreasing rate; then, firm performance decreases at an increasing rate after firm performance reaches a maximum point. Furthermore, the authors examine whether the curvilinear relationships are moderated by two types of firm–stakeholder relationships (i.e. firm–employee and firm–customer relationships).

Using the data from National Bureau of Economic Research, US Patent Citations Data File, KLD Research and Analytics Inc. and Compustat series, the authors construct an unbalanced panel data set of 3,070 observations in 554 firms from 1991 to 2006. To test the hypotheses, feasible generalized least squares regression is used.

In consistent with the prediction, the authors find inverted U-shape relationships between exploration/exploitation and firm performance. The authors also find that the curvilinear relationships are moderated by firm–employee relationships. The relationships between exploration/exploitation and firm performance become stronger when firms have better relationships with employees.

The study provides empirical evidence that better firm–employee relationships can strengthen the curvilinear relationships between exploration/exploitation and firm performance. The authors argue that future studies should extend to other stakeholder relationships, using more refined measures, and incorporating the concept of ambidexterity.

The findings suggest that managers should design innovation strategy based on performance implications of exploration/exploitation and that managers should also realize that stakeholder relationships can influence the relationships between exploration/exploitation and firm performance. First, the study shows that although exploration and exploitation can improve firm performance, too much exploration or exploitation is not good for firm performance. Therefore, managers should consider seriously the maximum point of performance that exploration and exploitation can reach and avoid too much exploration or exploitation. Second, firms can invest in firm–employee relationships to gain better performance implications from exploration/exploitation. The study shows that, as firms develop better firm–employee relationship, the relationships between exploration/exploitation and firm performance are stronger and firm performance is likely to reach a higher apex.

The authors find the inverted U-shape relationships between exploration/exploitation and firm performance, moreover, the authors add two contingent factors associated with stakeholders that can help exploration and exploitation contribute more to firm performance.

The first paper ever published on microprocessors described the device as the “re‐configurable” circuit. This conveys the simplest, but most important feature of the microprocessor, namely that by changing the software a device can be tailored to fit a wide range of applications — from a simple light switch control to the central processing unit of a computer. This versatility of microelectronic devices, combined with their falling price, decreasing size and exponentially increasing power makes inevitable their widespread application. Indeed, it can be predicted with reasonable confidence that by the end of the century the pervasiveness of the “silicon chip” will be the defining characteristic of an advanced society.

This paper sets out to present a reappraisal on advanced planning and scheduling (APS) systems in industrial settings and propose an effective approach for APS implementation.

A case study approach is adopted, and a research framework comprising human‐, technological‐, and organizational‐dimensions is developed to analyze the evidence database which includes business flows, system design documents, archival records, post‐system assessment, participant‐observation and semi‐structured interviews.

The findings indicate that real‐world production planning problems are ill‐defined, complex and dynamic. A post‐implementation evaluation reveals major pitfalls in the technology‐dominant approach, whose negative ramifications are usually overlooked. Besides, these APS implementation pitfalls are found to be attributable to the real‐world context, human factors and organizational aspects.

Despite advances in information technology (IT) and computer modeling techniques, humans still play critical roles in the production‐planning processes – especially in a complex and dynamic manufacturing environment where incomplete, ambiguous, inconsistent and untimely data make automatic planning unrealistic. A rational human‐computer collaboration scheme under an effective organizational structure would be in a better position to take advantage of the IT.

This paper presents a humans‐technology‐organization‐framework of real planning systems, which is employed to analyze a case of APS implementation. Practical insights are extracted as a result of this field research, and a realist approach is proposed to cope with the problems and pitfalls of APS implementation in industrial settings.

This study aims to illustrate and determine how illegally obtained funds are laundered through online platforms and companies in different economic sectors in the digital age.

A qualitative analysis approach using purpose sampling methods, including 21 semi-structured interviews with prevention experts, compliance officers and convicted cybercriminals, resulted in the determination of concrete money-laundering methods involving the employment of online platforms provided by companies and institutions in different economic sectors.

The current study focuses on various companies in different economic segments that mitigate cyber laundering and the anti-money laundering measures that can be adopted. Therefore, this paper provides a detailed discussion and analysis on how money launderers avoid being detected. Both preventive and criminal perspectives are taken into consideration.

By identifying the gaps in the current anti-money-laundering mechanisms, it will provide compliance officers, legislators and law enforcement agencies with an in-depth insight into how cyber laundering operates in various economic sectors.

The importance for our national scientific and industrial future of greatly improved library and information services, to compare with those available in several other countries, is at last being recognized.