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\ud Purpose – The purpose of this paper is to show how the business model of the information and\ud communications technology (ICT) industry has evolved and the general differences that evolution has made\ud to information management.\ud Design/methodology/approach – Literature review was carried out accompanied by conceptual\ud analysis.\ud Findings – It shows that changes in the business model of the ICT industry have been quite dramatic and\ud have led to significant changes in the structure of the industry.\ud Research limitations/implications – This research is based on analysis of the ICT industry. The\ud analysis could be broadened to include other industries. Research into business model change should consider\ud adopting the evolutionary approach taken in this paper.\ud Practical implications – Managers in the ICT industry should factor the likely evolution of business\ud models in their industry into their planning.\ud Social implications – Government policymakers considering how to stimulate the development of the\ud ICT industry in their country should be aware of the moving nature of their target.\ud Originality/value – This is one of the first papers to apply the evolutionary approach to business model change.

Purpose of the paper\ud The paper explores use of big data in innovation and market leadership in B2B relationships. It provides a framework to analyze the impact of big data, supported by four case studies.\ud Methodology/approach \ud This is a conceptual paper, supported by case studies, offering the opportunity for concept generalization. The case study organizations are innovating to stay ahead in the market and to expand activity, using big data to exploit marketing opportunities and create new offerings.\ud Findings\ud Organizations are recipients of and are collectors of big data, partly created by the increasing volume of business and customer transactions online. The qualitative exploration of the cases shows that big data and its analytics and applications can be taken as indicators of organizations’ ability to innovate to respond to market opportunities.\ud Research limitations/implications\ud The online marketing environment is a dynamic one, where organizations must innovate to survive. A limitation is that the cases in the paper do not deal with those lagging in innovation, for whom survival is an issue. The paper’s examples are limited to successful organizations where big data, data mining and analytics led to strategic business success.\ud Practical Implications\ud B2B organizations that operate in markets where their own products or services have a significant impact on how the products and services of their B2B customers provide value to end (B2C) customers should, in their innovation activity, engage fully with the end B2C market, together with their B2B customers. This has implications in every area from strategy to human resources. If the B2B organization’s pedigree includes B2C activity parallel to that of their customers but not competitive, this can give them an advantage in marketing, but if their B2C activities start to encroach on the B2C activities of their customers, this may cause conflict and loss of business. This implies that if marketing strategy becomes siloed between the different branches of the business, the potential for conflict increases.\ud Originality/value of the paper\ud The paper’s value is in contributing to understanding big data’s role in business innovation, specifically in business to business organizations and where their innovation can transform customer experience at the end of the value chain i.e. with final consumers. Therefore, the paper helps to address a research gap in the literature, which tends to focus on how such innovation affects business to business relationships.

This article reviews some issues associated with the way in which academic research into marketing is evaluated by UK education authorities using their Research Excellence Framework (REF), in particular the impact component of the assessment. It discusses the extent to which research by marketing academics published in leading academic journals is relevant to the concerns of marketing management and how this relevance or lack of it may be reflected in the relative paucity of impact submissions in marketing. It considers the model of impact assessment used in the REF and how this differs from how marketing academics work in practice, giving three examples of significant impact that would not be acceptable under current rules. It concludes by suggesting that alternative models for impact should be investigated and suggests that using more practical models might result in better engagement of marketing academics with business, leading to greater relevance in teaching and employability of marketing graduates.

This paper aims to identify the role of qualification frameworks in defining appropriate assessment methods to assess the earning gained by the learners. It demonstrates a successful mechanism of mapping courses to certain life-long learning and employability skills, measured in multiple progressive stages. The paper provides tools and criteria used to support Higher Education Institutions (HEIs) while selecting appropriate assessment methods to assure high quality learning.

This article reviews the literature on using films and videos (whether fictional or fact), particularly in their online versions, to support teaching and curriculum development in higher education, with a special focus on management education. It identifies the value of these inputs in securing student engagement and learning and in exploring difficult concepts in areas such as business ethics. It poses the question as to why the use of film and video is not more prevalent, particularly given the ease of identification and access of appropriate material in an age of online video, and the possibility of using students to search for and identify this material and use it themselves. It concludes by suggesting that one of the problems lies in the decentralisation of responsibility for quality and content to individual lecturers, who are content to use conventional approaches to education.

This article describes a case study on a project to create cooperation between international (EU) and national governments, small and large enterprises, universities and non-governmental charitable and social organizations. It explains the nature of the project and investigates the implications of the project for the discourse concerning the Triple Helix. The project, still in progress at the time of writing, required the stimulation of large scale and pervasive innovative responses to the challenge of aging populations in European countries, particularly as regards the creation of appropriate homes and neighborhoods that will enable the new generation of older adults to live well, happily and healthily. People in this new generation is conventionally referred to as baby boomers, the largest, longest lived, healthiest, wealthiest, longest working older generation that Europe has ever seen. The paper describes the first stage of the project - the creation of an inclusive dialogue between the different parties. Then it presents a discussion of the learnings from the case study for organizers of other similar dialogues, based upon an in-depth interview with the initiator of the project, who is also one of this article’s co-authors. It also proposes a new configuration of Triple Helix model. We conclude this paper by presenting a question that Triple Helix participants as agents of change will have to answer in the future.

This study investigates the nature and changes of Human Resource Development (HRD) in two Greek banks under the challenging context of the economic crisis. It examines the latter’s impact upon HRD as it was perceived from different stakeholders and through a pre and ongoing-crisis assessment approach. \ud \ud The study draws upon qualitative research data from two case study banking organisations in Greece, reporting on 76 semi-structured interviews with key stakeholders (HR staff, Bank Managers, employees) undertaken in 2014, six (6) years after the fall of Lehman Brothers. \ud The study contributes to academic knowledge as being the first empirical research offering a unique perspective through examining changes of HRD within a specific industry and national context (Greek banks) against a backdrop of an economic downturn. Its findings also raise important questions for HRD professionals, in both academia and practice in relation to claims and aspirations which prevail in respect of HRD and organisational change and business transformation.

This paper reviews the information management aspects of the early months of the Severe Acute Respiratory Syndrome Coronavirus 2 (SARS-CoV-2) Coronavirus 19 outbreak. It shows that the transition from epidemic to pandemic was caused partly by poor management of information that was publicly available in January 2020.\ud The approach combines public domain epidemic data with economic, demographic, health, social and political data and investigates how information was managed by governments. It includes case studies of early-stage information management, from countries with high and low COVID-19 impacts (as measured by deaths per million).\ud The reasons why the information was not acted upon appropriately include “dark side” information behaviours Stone et al. (2019). Many errors and misjudgements could have been avoided by using learnings from previous epidemics, particularly the 1918-19 flu epidemic, when international travel (mainly of troops in World War 1) was a prime mode of spreading. It concludes that if similar outbreaks are not to turn into pandemics, much earlier action is needed, mainly closing borders and locking-down.\ud The research is based on what was known at the time of writing, when the pandemic’s exact origin was uncertain, when some statistics about actions and results were unavailable and when final results were unknown.\ud Governments faced with early warning signs or pandemics must act much faster.\ud This is one of the first analyses of information management practices relating to the pandemic’s early stages.