An analysis of research on the future of purchasing and supply management

Business organisations are going through rapid external environmental and internal organisational changes due to increasing globalisation, E-business, and outsourcing. As a result, the future of purchasing and supply management—as a function within organisations, as a process that spans organisation boundaries and as a profession—raises important concerns for both organisations and the purchasing professional. This paper considers a broad and rather fragmented body of empirical evidence and analyses 42 relevant empirical studies on the future of purchasing and supply management. The major findings are reported in terms of changes in business contexts, purchasing strategy, structure, role and responsibility, system development and skills. Cross-sectional comparative analyses were also conducted to examine variation by sector, firm type, people's roles in purchasing, and country. A number of major implications for the purchasing function, process and professional bodies are presented together with suggestions for future research to address significant gaps in the current body of knowledge.

The future of M-interaction

Many experts predicted that this, the first decade of the 21st century, will be the decade of mobile computing; although in recent years mobile technology has been one of the major growth areas in computing, the hype has thus far exceeded the reality (Urbaczewski, Valacich, & Jessup, 2003). Why is this? A recent international study of users of handheld devices suggests that there is a predominant perception that quality of service is low and that mobile applications are difficult to use; additionally, although users recognise the potential of emerging mobile technology, the study highlighted a general feeling that the technology is currently dominating rather than supporting users (Jarvenpaa, Lang, Takeda, & Tuunainen, 2003). Users are generally forgiving of physical limitations of mobile devices imposed by technological constraints; they are not, however, so forgiving of the interface to these devices (Sarker & Wells, 2003). Users can excuse restrictions on their use of mobile technology on the basis of level of technological advancement, but find it hard to accept impractical, illogical, or inconvenient interaction design.

The Global Campus - ICT and the Future of Universities

This paper analyses the changes which the ICT causes on a global scale. The globalization of higher education triggered by e-Learning, the emergence of e-infrastructure for e-science, the Open Educational Resources movement, e-libraries and the tendency of building global educational alliances are analysed as well. Special emphasis is put on several wellknown university models, e.g. Research University, Open University and Entrepreneurial University, as well as on some emerging university models for the Knowledge Society, such as: Global University and Innovation University. The paper puts in focus the influence of the ICTs and the new organizational and business models they bring, such as Virtual University, eCampus, Enterprise 2.0, University 2.0. A new university model is defined—the Global Campus Model. Some arguments that the ultimate result of the ICTs driven transformations could turn the whole world into a Global Campus in the next few decades.

The Future of the Next-Generation Internet and Possible Applications into Education and Culture Heritage

There are several initiatives such as: US Ignite, Software Defined Networking (SDN), OpenFlow, Global Environment for Network Innovation (GENI), WiMAX and Internet 2 dealing with the future of the internet. The goal of the paper is to understand the goals, intricacies, and nuances of some of these techniques and show some of the possibilities of next-generation high-speed networking and their applications into education and culture heritage.

Failure to relaunch? The United States, nuclear North Korea, and the future of the six-party talks

During the past twenty years, Washington has oscillated between tentative engagement with Pyongyang under the Clinton administration and isolation and multilateralism under the Bush administration. With the Obama administration almost nearing its four-year tenure, the Six-Party Talks have stalled and North Korea's multiple attacks on the South in 2010 have created new instabilities. Why so little results despite promises of a radical departure away from the Axis of Evil rhetoric and hard-line politics? This paper suggests that the Obama administration has utilized approaches that no longer fit current circumstances and hence failed to create an original, coherent and effective foreign policy. © 2012 McFarland & Company, Inc.

The failure and the future of accounting: Strategy, stakeholders, and business value

Book Review: The failure and the future of accounting: Strategy, stakeholders, and business value, by David Hatherly, Farnham, Gower Publishing, 2013, 222 pp., £55 (paperback), ISBN 978-1-4094-5354-3

The future of engineering - Do primary school engineering education interventions leave a lasting impression?

This positional paper proposes a conceptual framework and methodological approach for use in a PhD study investigating the longer term educational and social impact of 'active' engineering focused interventions for children age 8-10 in the UK. The study will critically analyse how a child's participation in an engineering education activity contributes to the Engineering Capital that the child possesses; focusing on how the child's awareness and perceptions about engineering are affected. To achieve this aim it is proposed that Grounded Theory methodology be used to enable an in-depth analysis of participation from the perspective of the child participant. The study proposed will be longitudinal, taking place over three formative years for the education and career aspirations of the child, from age 8-10 to 11-13. Although the research is in its infancy, this paper will provide the opportunity to develop theory in an underdeveloped area of engineering education research.

The Future of EU Cohesion Policy. Endogenous Development – Added Value of Intervention – Regulatory Frameworks

The successful operation of the regional development – or cohesion – policy of the European Union has a strategic importance from the point of view of the whole integration process. Strengthening economic, social and territorial cohesion and decreasing disparities between member states and regions are not only one of the main priorities of the integration, but at the same time these are justified expectations of the people living in the member states of the union. The cohesion transfers should be spent on those factors which have the biggest contribution to the improvement of development prospects and competitiveness in the given regions. Theories on regional development have controversial conclusions about the long-term formation of development disparities. However, it has become evident that successful development policies are based on endogenous factors, innovation and well-functioning institutions. After examining theoretical considerations and regional disparities the study analyses the impacts of EU regional policy and evaluates the main elements of the proposed regulatory frameworks for the period 2014-2020.

A vállalatok politikája – vállalati, társadalmi felelősségvállalás, vállalati közösségek és a vállalati stratégia jövője (Corporate policy – corporate social responsibility, corporate communities, and future of corporate strategy)

A vállalati társadalmi felelősségvállalás (CSR) a diszciplinarizálódás korai szakaszában különböző tudományos hagyományokból táplálkozva, a vállalatirányítás, az üzleti etika, a környezetgazdálkodás és a marketingkommunikáció határvidékének szélesítésével, különböző hangsúlyú kiterjesztésével igyekszik saját helyét kijelölni a gazdálkodástudomány keretei között. Jelen tanulmány egy, az érintetti elméletekből kiinduló, ám alapvetően történeti és politikai hagyományhoz köti a CSR jelenét és jövőjét, majd ebből a megközelítésből kiindulva helyezi el a CSR elméletét és lehetséges managementgyakorlatát a vállalatirányítás és a marketingkommunikáció világában. A szerző álláspontja szerint a CSR inkább forma, mint tartalom; az üzleti értelemben vett fenntarthatóságot a vállalatok kevésbé jó ügyek képviselete révén, mint az érintetti (stakeholder) demokrácia megvalósulásának elősegítésével teremthetik meg. Jelen dolgozat azt mutatja meg, hogy az érintetti demokrácia mint üzleti működési modell megvalósulása messzemenő következményekkel járhat mind a vállalatirányítás, mind a modern marketingkommunikáció számára. ______ Corporate Social Responsibility (CSR) is in an early phase of disciplinarization and works towards establishing its level scholarly playing field from different traditions. It attempts to extend its territory on the boarderline of management, business ethics, environmental studies, and marketing-communications. This study applies a historical and political approach to the understanding of the present and future of CSR and places CSR in the area of management studies and marketing- communications from this starting point. CSR is more form than content; business sustanaibility is achieved less through good causes but via assisting in the establishment of stakeholder democracy. This study attempts to show what results stakeholder democracy as business modell would bring to the world of both corporate management and marketingcommunications.

Future of Capitalism

The moral foundation of capitalism should be reconsidered. Modern capitalism is disembedded from the social and cultural norms of society and produced a deep financial, ecological and social crisis. Competitiveness is the prevailing ideology of today’s business and economic policy. Companies, regions, and national economies seek to improve their productivity and gain competitive advantage. But these efforts often produce negative effects on various stakeholders at home and abroad. Competitiveness involves self-interest and aggressivity and produces monetary results at the expense of nature, society and future generations The collaborative enterprise framework promotes a view in which economic agents care about others and themselves and aim to create values for all the participants in their business ecosystems. Their criterion of success is mutually satisfying relationships with the stakeholders. New results of positive psychology and the Homo reciprocans model of behavioral sciences support this approach. The economic teachings of world religions challenge the way capitalism is functioning, and their corresponding perspectives are worthy of consideration. They represent life-serving modes of economizing which can assure the livelihood of human communities and the sustainability of natural ecosystems. Ethics and the future of capitalism are strongly connected. If we want to sustain capitalism for a long time we have to create a less violent, more caring form of it.

What is the Future of Strategic Management?

The history of planning and creating strategies has a past of over half a century. Throughout this lifetime period we have witnessed both the evolution of theory and practice. The MBA study books in the last-third of the 20th century have with predilection exhibited this very process as a complex of monetary centered budget planning, forecast-based planning, strategic planning and strategic management. There might be a controversy existing about the naming, characteristics and timing of these different sections but there is an accordance that the changes that we have taken place in the last decade as a whole without a doubt can be derived from these very changes in the business environment or in some outstanding cases (like 9/11) they can be acknowledged as the ability of corporate foreseeing and the ability to adapt to the vision of the future. The main purposes of the research is to provide a summarized picture about the changing process of this procedure during last decades as far as the planning and creating strategies are concerned and also their milestones and periods. Try to explore and systemize the very aspects of these changes. The happenings of the first decade of the new millennium are outstandingly interesting if we consider their real effect on the theory and practice of strategic management. Let us remember the euphoria around the year 2000, the predictions of „new technologies”, „new economy”, „new organization” and „new leadership”. We have implied before on the destruction of the twin towers of the World Trade Center which meant a new era, a new quality of international terrorism and its consequences (Afghanistan, Iraq). But the „product” of this decade is the strategic aim that companies focus on, which is the social responsibility regarding the unavoidance of the effects of climate change on the long run. During the research the big question has risen concerning how did the science of strategic management do as far as the predictions of the global monetary and economic crisis are concerned? And also its solutions this very science has to offer in order to handle and get over the crisis. Does it conclude from the answers given to the questions that a change in paradigms are necessary, a new quality is needed or may be we have come to a new crossroad of the development process that will take over strategic management? (...)