Justifying investments in electronic commerce

This paper explores why organizations invest in eCommerce applications and highlights some of the expected returns. A Delphi study was used to determine the underlying benefits of eCommerce investments and several formal financial and non-financial approaches to justification are identified and discussed. A framework is outlined which can be used to select a justification approach based on the aims of the project and the type of values and benefits expected. Attaining competitive advantage and developing new business opportunities were identified as factors that could be best justified using strategic or analytical approaches rather than financial justification.

Conflict resolution and sustainable water use in the Mekong River Basin

In this paper it is argued that increased demands for water use in the Mekong River Basin makes this region vulnerable to conflict. Strategies to both prevent and manage conflict are necessary for sustainable water use in this region. Community development is integral to sustainable development. Community development strategies are particularly useful in recognising knowledge and expertise within local communities. They also assist in involving local communities - particularly members of minority groups in collaborative efforts for sustainable natural resource use and conflict management. It is essential that local communities are active partners in the development of conflict resolution and sustainable development strategies. Active and meaningful participation of local communities in the planning, and management of local water use development activities will increase the likelihood of sustainable outcomes.

Michael Polanyi and Karl Mannheim

This essay reviews historical records that set forth the discussions and interaction of Michael Polanyi and Karl Mannheim from 1944 until  Mannheim’s death early in 1947. The letters describe Polanyi’s effort to assemble a book to be published in a series edited by Manneheim. They  also reveal the different perspectives these thinkers took about freedom and the historical context of ideas. Records of J.H. Oldham’s discussion group “the Moot” suggest that these and other differences in philosophy were  debated in meetings of “the Moot” attended by Polanyi and Mannheim in 1944.

Show me the money

In the rush to become part of the e-business revolution many companies are tossing aside conventional thinking when it comes to analyzing the return on their investment. Too often, however, ignoring formal justification of any investment is a recipe for disaster. With this in mind, a study on the justification processes used by companies when investing in e-business was conducted. The research identified several benefits gained from investing in e-business. Participants highlighted several e-business benefits including: opening up new markets, improving access to management information and reducing operating costs. The justification methods used in organizations could be easily classified into 4 groups: 1. a strategic approach, 2. the integrated approach, 3. an analytical approach, and 4. a financial approach.

Guidelines for treatment of osteoporosis in men

BACKGROUND: Osteoporosis is associated with significant morbidity and mortality in men. Published randomised controlled trials assessing the benefits of therapy in men with osteoporosis are limited, but those available need to be used to develop management guidelines.

OBJECTIVE: To present evidence based guidelines for the treatment of osteoporosis in men.

DISCUSSION: It is estimated that 30-60% of men presenting with spinal fractures have another illness contributing to their bone disease. Therefore assessment and treatment of coexisting medical conditions is a vital part of management of osteoporosis. While primary prevention of fractures remains crucial, treatment to ensure further fractures do not occur is equally important. Alendronate is the treatment of choice for men with osteoporosis and fractures, with cyclical etidronate an appropriate alternative and testosterone replacement therapy is indicated in hypogonadal men presenting with osteoporosis.

Changing journalism for the likely present

Media convergence and newsroom integration have become industry buzzwords as the ideas spread through newsrooms around the world. In November 2007 Fairfax Media in Australia introduced the newsroom of the future model, as its flagship newspapers moved into a purpose-built newsroom in Sydney. News Ltd, the country’s next biggest media group, is also embracing multi-media forms of reporting. What are the implications of this development for journalism? This paper examines changes in the practice of journalism in Australia and around the world. It attempts to answer the question: How does the practice of journalism need to change to prepare not for the future, but for the likely present.

Early in November 2007 The Sydney Morning Herald, the Australian Financial Review and the Sun-Herald moved into a new building dubbed the ‘newsroom of the future’ at One Darling Island Road in Sydney’s Darling Harbour precinct. Phil McLean, at the time Fairfax Media’s group executive editor and the man in charge of the move, said three quarters of the entire process involved getting people to ‘think differently’ – that is, to modify their mindset so they could work with multi-media.

The new newsroom symbolised the culmination of a series of major changes at Fairfax. In August 2006 the traditional newspaper company, John Fairfax Ltd, changed its name to Fairfax Media to reflect its multi-platform future. In March 2007 Fairfax launched Australia’s first online-only daily publication in Queensland, brisbanetimes.com.au. In May 2007 Fairfax completed its merger with Rural Press to become the biggest media company in Australasia, with annual revenues of about $2.5 billion and market capitalisation of about $7 billion. Two months later Fairfax got even bigger when it acquired at least one radio station in all Australian capital cities plus television studios when it bought Southern Cross Broadcasting. Fairfax is expected to bid for one of the two digital television licences made available by the changes to media ownership laws promulgated in May 2007.

The aim in moving Fairfax from a print to a multi-platform company was to reach as large an audience as possible. ‘We have a total readership in print of over 4 million per day and online of over 5 million per month’, CEO David Kirk said at the time of the Rural Press merger. ‘Our brand of quality, independent, balanced journalism will serve and support more communities than ever’ (Kirk 2007). A few months earlier chairman Ron Walker had written in the company’s annual report: ‘Fairfax is evolving into a truly digital media company’ (2006: 2). Within five years Fairfax would be a significantly bigger Internet company that distributed its content ‘over more media’, Kirk wrote in the same report (2006: 5).

Kirk developed a three-pronged strategy. The first part of the strategy involved the need to ‘defend and grow our newspaper publishing businesses’ – that is, to consolidate and develop the existing newspapers, whose circulations were holding steady during the week and improving on Saturdays. The second part involved plans to ‘accelerate the revenue and earnings of our digital business’. The third part was ‘to build a digital media company for the twenty-first century’ (Fairfax annual report 2006: 3). In June 2007 Kirk appointed Tim Mannes project leader for the Fairfax Media-Rural Press integration. ‘The purpose of the integration work is to bring the two companies together and build what is truly Australasia’s leading media company’, Mannes wrote in a memo to all staff on 7 June 2007. ‘It’s vital throughout this process that we maintain continuity and momentum and protect the interests and needs of our customers’ (2007: 1).

The business model appears attractive. Kirk said Fairfax’s increased scale and diversity would mean it relied less on classified lineage advertising in major metropolitan newspapers, so it could ‘rapidly develop the best online response to changing media advertising patterns’. In the two years to 2006, online’s contribution to Fairfax’s profits had grown from 1 per cent to 14 per cent with ‘much more to come’. Online’s share of the national advertising pie had grown from 2 per cent in 2002 to 10 per cent in 2006 (Beverley 2007: 6) and had jumped to 14 per cent in 2007. Analysts said they were happy with Fairfax’s move ‘from a newspaper company to a media company’ and banks such as Credit Suisse upgraded their profits forecast (AFR 19 September 2007: 37).

Planning for the move to One Darling Island Road in Sydney’s Darling Harbour started early in 2006. Fairfax CEO David Kirk took personal responsibility. He and chairman Ron Walker visited integrated sites around the world, along with a group of editorial bosses. The favoured site was The Daily Telegraph in London, which embraced convergence from June 2006. CEO Murdoch McLennan hired a consultant from Ifra, Dr Dietmar Schantin, director of the Newsplex, to facilitate the move from mono-media to multi-media at The Telegraph. Schantin said change was less about new technologies and more about altering the established mindset. The focus must be on the audience: ‘The whole idea of audience orientation seems to be quite new for some newspapers. In the past it was more “we know what is good for our readers and so we distribute the content”.’ Newspapers were a service industry whose service was information and news, he said. Newspapers had to learn to ‘serve’ its audience with the things the audience wanted to know, on any appropriate platform. ‘We start from the audience. What they want is a very important point. That does not mean that a newspaper should just do what the audience wants. The newspaper [also] needs to stick
to its core values’ (Luft 2006, Coleman 2007: 5).

Tom Curley, CEO of the world’s biggest newsgathering organisation, Associated Press, gave an important speech to the annual Knight-Bagehot dinner in New York in November 2007. The news industry had come to a fork in the road and needed to take bold steps to secure the audiences and funding to support journalism’s essential role for both the economy and democracy, he said. Otherwise the media industry would find itself ‘on an ugly path to obscurity’. He similarly emphasised the need to serve the audience: ‘Our focus must be on becoming the very best at filling people’s 24-hour news needs. That’s a huge shift from the we-know-best, gatekeeper thinking. Sourcing, fact gathering, researching, storytelling, editing [and] packaging aren’t going away’
(Curley 2007).

Kirk appointed a ‘newsroom of the future’ committee from editorial (reporters and photographers), IT and HR. The committee initiated a study tour by editorial executives of leading integrated and converged newsrooms in the UK and the US in April 2007. This became known as the ‘Tier 1’ course and involved the editor and deputy editor of The Age, and the news editor of The Sydney Morning Herald. The Herald’s editor went to the annual conference of the World Association of Newspapers in Cape Town, South Africa in June 2007 because that event featured convergence as one of its main themes (PANPA Bulletin June 2007: 6). The committee designed a two-day awareness course for senior editorial managers, known as ‘Tier 2’, that was run in Sydney in July 2007. The ‘Tier 3’ program for all editorial staff started in August 2007 and this ‘multi-media awareness program’ continued until the end of the year. A ‘Tier 4’ course for about 10 per cent of editorial staff (about 40 journalists), where they learned a range of multi-media skills, was scheduled to start after the Beijing Olympics in 2008. The author facilitated most of the Tier 2 and 3 courses.

The Tier 3 and 4 courses have profound implications for journalism education in Australia because they represent the start of major changes to how journalists work in Australia. The process reflects evolution in newsroom practices around the world. In November 2006 Ifra, the international media research company, asked newspaper executives worldwide about their priorities for 2007. The survey attracted 240 responses from 43 countries and results appeared in January 2007. Integration, editorial convergence and cross-media strategies attracted the most attention. Four in five executives rated it one of their top priorities, and half made it their main priority in terms of allocating ‘significant’ funds (Ifra 2007: 34). Ifra repeated the survey in November 2007 and published the results in January 2008. Expanding web strategies was first on the list for 2008, just ahead of editorial convergence strategies, which topped the list in 2007. Improving video and audio content jumped 14 places, and mobile phone strategies leapt 9 places between 2007 and 2008 to be near the top of the list (Ifra 2008: 8).

Faith, tradition, and dynamic order : Michael Polanyi's liberal thought from 1941 to 1951

In his writings between 1941 and 1951, Michael Polanyi developed a distinctive view of liberal social and political life. Planned organizations are a part of all modern societies, according to Polanyi, but in liberal modernity he highlighted dynamic social orders whose agents freely adjust their efforts in light of the initiatives and accomplishments of their peers. Liberal society itself is the most extensive of dynamic orders, with the market economy, and cultural orders of scientific research, Protestant religious inquiry, and common law among its constituents. Liberal society and its dynamic orders of culture are, Polanyi explained, directed at transcendent ideals (truth, beauty, and justice). He saw knowledge, rules of practice, and standards of value in these orders as being preserved in traditions that inform and constrain the initiatives of their members. Investing faith in a cultural enterprise, Polanyi's agents choose to act   responsibly, dedicating their freedom to an ideal end. They are custodians and cultivators of the heritage of their dynamic order.

Climate change and community response in the Borough of Queenscliffe

The Borough of Queenscliffe (BoQ) occupies a unique place among coastal Victorian locations. Situated at the tip of the Bellarine Peninsula, the Borough has approximately 3000 permanent residents, one third of who are over 60 years old. The Borough is also the smallest in Victoria, covering a total area of 13 square kilometres. BoQ is also unique because of its location. The Borough is almost totally surrounded by water and much of this is classified as maritime national park. The Swan Bay Marine Reserve is a Ramsar site and is therefore a wetland of international significance. The Borough relies heavily on tourism for its economic livelihood.

This paper begins with an overview of the BoQ in geographic, demographic and economic terms and then discusses the possible effects and impacts of climate change, as they relate to this small community. These sections are viewed from environmental, economic and social perspectives. Environmental impacts include the erosion of the coastal sand dune system and the loss of habitat for the orange-bellied parrot. Social impacts include the health effects and dangers of flooding for low-lying housing. Various indicators of community response are described, particularly the activities of the local climate change action group. Their strategy can essentially be described as a ‘push upward and downward’ approach. Innovative actions to implement this strategy are described in the paper.

Community development and environmentalism : the dilemmas of being a good ecological citizen

This paper explores some of the dilemmas in operating as both a good community development practitioner and a good ecological citizen. It begins with a brief casestudy of an experience of community development engagement with nongovernment organisations (NGOs) concerned about illegal logging in a South East Asian country. This is followed by a discussion of the different ways of understanding and evaluating the threats to the natural environment today and the various strategies that might be invoked. The paper then considers why operating as a 'good ecological citizen' can be a challenging task for community development practitioners and it discusses some ways forward.

Sea search : a community-based citizen science monitoring program for Victoria, Australia, Marine National Parks and Marine Sanctuaries

Community involvement in monitoring Victoria’s Marine Protected Areas (MPAs) engages coastal volunteers in looking after their marine ‘front yards”. The Management Strategy for Victoria’s System of Marine National Parks and Marine Sanctuaries dedicates an entire theme to community engagement with core key performance areas. This includes community participation. The Sea Search community based monitoring program was developed in 2003 to engage volunteers in meaningful ecological data collection for future sustainability of Victoria’s MPAs. Deakin University, an academic institute, and Parks Victoria, the management agency for Victoria’s MPAs, through a research partner program, trialled three different habitat monitoring methodologies. The trails assessed volunteer ability to collect scientific data, and social science aspects for their involvement in a community-based monitoring program. Information collected by volunteers, feeds directly into their local MPA management strategies to address issues such as climate change, introduced pests and human impacts and natural ecological variation.

The Sea Search program addresses the two action programmes, Agenda 21 and the Rio Declaration on Environment and Development, created at the United Nations Earth Summit, held in 1992. Both documents highlight the need for community engagement and capacity building for sustainability, health and integrity of the earth. Involvement in the Sea Search program builds the volunteer’s capacity by learning scientific skills, interacting with other like minded community members, and creating relationships with all organisations involved in the delivery of the program. In this regard, Sea Search is a citizen science program involving all sectors in society by promoting public-interest and research for decision making and planning of Victoria’s system of Marine National Parks and Marine Sanctuaries.

Community development and ecology : exploring the links

This paper will explore connections between the concepts of community development and ecology. Initially the tendency was to think there should be a total melding of the principles and practices of community development with those of an ecological understanding but on reflection this has not and indeed is not necessarily the case. The relative epistemological positioning of two different groups, one strongly associating with social justice and the need for people to be at the centre of our economic, environmental and social understanding; and the other clearly seeing the plant and ecology/environment being paramount. While there are a myriad of connections the focus of much community development has been around human welfare based on principles of social, political and economic justice. This has at times been to the detriment of ecological sustainability. Conversely ecology and particularly aspects of deep ecology have focussed on the 'other than human' aspects of the planet and at times seemed almost 'anti 'human and overlooking the need to work with the social almost entirely. This paper briefly outlines the historical separation of the social from the ecological then goes on to explore alternative understandings that bring together principles of community development and ecology. Three examples are used to highlight the principles and practices that are being used across diverse contexts but all informed by common norms and values that are consistent with both community development and ecology. Concepts such as subsidiarity, participation and empowerment that form the basis of community development praxis are critical to the development of local sustainability. The combination of these aspects is evidenced in the three examples. Each is very clearly located in the local context and is built on sound ecological and community development understandings but each is also well aware that the need for a broader perspective is imperative to achieving global goals.

Anything new under the sun? Lessons learned from community based natural resource management

Involving community in natural resource management has occurred under a wide variety of approaches, ideologies and titles over the last 30 odd years, with equally wide variety of outcomes for both the community and natural resource management!. Community Based Natural Resource Management (CBNRM) is now a commonly used and promoted, if not always well defined, approach. Claims about the benefits of CBNRM cover wildlife management and biodiversity, sustainable utilisation and management of natural resources, poverty reduction, increased livelihoods outcomes, improved food security, as well as less material benefits of livelihood diversification, empowerment, increased gender equality, and better institutional relations. There are also some fairly convincing criticisms of CBNRM reflecting on assumptions of the nature of communities, institutional arrangements and both institutional and community expectations. This paper reflects on the changing nature of community engagement in natural resource management, the emergence of CBNRM as an approach and the lessons learned from promoting CBNRM across case studies in the developing world.

Community development and ecology : engaging ecological sustainability through community development : selected papers from a conference held in Melbourne, 26-28 March 2008

The papers consider such questions as how to build community resilience in the context of profound environmental threat, how to ensure sustainability through community processes and how to assess community progress in responding to threats to the ecosystem.

A conditional probability approach to risk assessment for child sexual offenders with different classes of victim

Specific scales were developed for discriminating child sexual offenders with different classes of victim. The project demonstrates a method of individualising scores on actuarial risk assessment measured in a way that makes them more meaningful for those involved in decision-making about individual child sexual offenders. At present, the only quantifiable approach to specific decision-making relies on a general prediction of future behaviour, based on group data. The Bayesian approach is one method that can be used to assist decision-makers to use this information in ways that lead to the more appropriate management of risk. Ultimately, the better management of known child sexual offenders will lead to fewer offences and a reduction in the number of children who lives are profoundly affected by sexual victimisation.