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This paper presents a thematic review of app-enabled learning in the context of recent developments in mobile technology and m-learning. Three key themes are presented that reflect the issues that teachers, school leaders and systems have grappled with in recent years.

Drawing on findings from a range of case studies and literature reviews, the present time is examined as an opportunity to explore more pedagogically informed uses of mobile devices, and “app smashing” is suggested as an approach that moves the learner beyond the underlying limitations of constraining the learning to individual apps.

Findings include the benefits and limitations of mobile devices for learning in current education institutions. The paper also highlights several contexts where “app smashing” has been achieved and identifies the implications for educators across all educational contexts moving forward.

While educators and learners alike continue to wrestle with understanding and meaningfully using a growing number of tools, platforms and ecosystems, more recent paradigms such as cloud computing now point to “device agnosticism” and “convergence” as the new normal (Garner et al., 2005; Prince, 2011).

At the same time, there is the emergence of what Rideout et al. (2013) refer to as the “app gap”, in which “lower-income children (ages 0-8) have more than 50 per cent less experience using mobile devices than higher-income children in the same age group” (p. 10). Combined with the problems of app overload, the lack of institutional support, insufficient guidance and unclear policy, there remain some pressing issues that need to be addressed.

By designing the learning task as independent of the technology, the teacher is arguably better equipped to carefully and purposefully select apps as cognitive steppingstones within the learning task, resulting in tasks that more consistently challenge students to develop a wide range of digital skills. As Berson et al. (2012) note, through the use of carefully selected apps, students “learn a new form of literacy as they move between apps and engage in both personalized and collaborative learning experiences” (p. 89).

The paper sheds light on the areas where mobile devices are most likely to benefit learning in the coming years.

This article notes the growing attractiveness of concepts “borrowed” from chaos theory in organizational studies. Many of these interpretations display sentiments broadly congruent with a “postmodern” approach to organization. Indeed chaos theory itself is presented as part of a similar postmodern shift within natural science. However, these sentiments have been subject to stinging criticism by scientists. Here, the deterministic underpinning of chaos theory is used to show that chaos theory is an entirely modernist enterprise. In this case the indeterministic messages taken by organizational theorists are something of a misunderstanding. Consequently, I discuss whether this is enough to threaten the interdisciplinary status of chaos theory, particularly when it is used in a self-consciously ‘metaphorical’ fashion.

The literature on managing inter‐organisational relationships typically suggests managing these relationships based on the formalised exchange of information across the organisational boundary with due respect to trust build‐up through successive interactions. The purpose of this paper is to argue that a focus on trust reduces the flexibility and accessibility of resources and hence ruins the advantages of inter‐organisational relationships. The paper focuses on power as a means for absorbing uncertainty when managing inter‐organisational relationships.

The paper is based on findings from a case study of inter‐organisational relationships. Governmentality is used as a framework for analysing the practise of managing inter‐organisational relationships.

A number of representations are employed along the boundary between the case study parties and thereby the boundary is emphasised. These representations are used to set the discourse for negotiating the terms of the cooperation. During negotiations a common understanding of cooperation is constructed and thereby fine‐grained information is assembled. In this specific case, the contract plays a central role as a representation of the project in focus. In the construction of the price for the product, open book and benchmark data are used. Information does not cross‐organisational boundaries at face value. Information is applied to the representations and brought into play during negotiations. Thereby managing and management accounting become significant components of the boundary between the parties.

The paper shows that power, as a means for absorbing uncertainty in inter‐organisational relationships, can solve the dilemmas regarding flexibility and access to resources that trust can cause.

Given that staff‐management relationships are a core concern for communication management, upward feedback is emerging as a key theme in the literature. It is, however, most often associated with upward appraisal. This study looks at upward feedback in a more general sense, and in particular at whether such feedback is critical or positive in its response to senior management decisions. One hundred and forty‐six staff within a health care organisation (HCO) were surveyed, using a depth communication audit instrument. Fifteen staff were also interviewed in detail, and six focus groups each composed of six people were also convened. The results indicated that informal upward feedback was mostly absent; that where it occurred the feedback was inaccurately positive; that senior managers were unaware of such distortions and unwilling to contemplate the possibility that they did indeed exist; that they had an exaggerated impression of how much upward feedback they received; and that they discouraged the transmission of critical feedback. The implications for the practice of communication management, the development of upward influence within organisations and general theoretical reasons for distortions in feedback processes are considered.

Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and its way of using the law in specific circumstances, and shows the variations therein. Sums up that arbitration is much the better way to gok as it avoids delays and expenses, plus the vexation/frustration of normal litigation. Concludes that the US and Greek constitutions and common law tradition in England appear to allow involved parties to choose their own judge, who can thus be an arbitrator. Discusses e‐commerce and speculates on this for the future.

Drawing upon the theory of planned behaviour (TPB), the purpose of this paper is to examine the influence of managers’ attitude and other psychological factors on sustainability reporting (SR). In doing so, this paper aims to respond to calls for the use of previously untried theoretical approaches on the SR literature.

The study uses a survey of top and middle-level managers of listed and non-listed companies in Sri Lanka. Data were analysed using a Partial Least Squares path model.

The findings indicate that managers’ attitude towards SR, belief about stakeholder pressure, and their capacity to control SR behaviour influence their intention to engage in SR and, indirectly, actual corporate SR behaviour (in the context of listed companies). However, whilst managers of non-listed companies exhibit the intention to engage in SR, the lack of a relationship between intention and behaviour suggests that companies face barriers towards SR due to lack of actual control over the SR process. Religion, in the case of non-listed companies, and education, in the case of listed companies, has some degree of influence over managers’ beliefs.

The use of self-reported SR behaviour is a limitation but necessary to maintain anonymity of respondents. The low levels of self-reported SR correspond with past evidence on actual SR in developing countries.

The results show that managers’ psychological factors are important in determining SR behaviour in companies. Specifically, this highlights the possible roles that regulators, professional bodies and companies can play in improving educational and cultural influences towards improving the level of SR.

This is the first study to apply the TPB to understand SR behaviour by integrating psychological factors relating to managers’ belief, attitudes and perceptions.

The purpose of this paper is to argue for a theoretical framework by which development of computer based health information systems (CHIS) can be made sustainable. Health Management and promotion thrive on well‐articulated CHIS. There are high levels of risk associated with the development of CHIS in the context of least developed countries (LDC), thereby making them unsustainable.

This paper is based largely on literature survey on health promotion and information systems.

The main factors accounting for the sustainability problem in less developed countries include poor infrastructure, inappropriate donor policies and strategies, poor infrastructure and inadequate human resource capacity. To counter these challenges and to ensure that CHIS deployment in LDCs is sustainable, it is proposed that the activities involved in the implementation of these systems be incorporated into organizational routines. This will ensure and secure the needed resources as well as the relevant support from all stakeholders of the system; on a continuous basis.

This paper sets out to look at the issue of CHIS sustainability in LDCs, theoretically explains the factors that account for the sustainability problem and develops a conceptual model based on theoretical literature and existing empirical findings.

The Internet and related information services attract increasing interest from information retrieval researchers. A survey of recent publications show that frequent topics are the effectiveness of search engines, information validation and quality, user studies, design of user interfaces, data structures and metadata, classification and vocabulary based aids, and indexing and search agents. Current research in these areas is briefly discussed. The changing balance between CD‐ROM sources and traditional online searching is quite important and is noted.

Backcasting helps managers involve and align the organization throughout a strategy process. Its core idea is creating a logical path from a depicted future back to the present, to share, analyze and manage strategic challenges. Still its use in strategic management is under-researched. The purpose of this paper is to verify the relevance and validity of backcasting as a strategic management tool. It also analyzes and structures knowledge about backcasting and its practical application in strategic management.

This paper employs desktop research method to outline the benefits and limitations of backcasting for strategy formation under VUCA conditions.

Backcasting can help organizations overcome cognitive barriers and broaden the scope of options when analyzing future positions. The research provides insights regarding the potential and limitations of backcasting when addressing uncertainty and its drivers. For instance, it helps managers to assess and align visions; increase the understanding and clarity regarding complex dependencies; as well as improve strategic agility.

Backcasting is exceptionally useful for investigating possible futures and alternative paths to it. Backcasting is an interactive workshop-based method that challenges prevailing mindsets by assuming we are in the future, looking back towards today to find a feasible path when major transitions are necessary. With it, managers can deal with even the most uncertain decisions in a structured manner.

Backcasting for many reasons has a great potential as a tool for strategy development. It has been successfully applied in other fields but only to a limited extent in business. This paper formally examines its applicability in this context and demonstrates its relevance for dealing with VUCA challenges.

This conceptual paper examines the role of knowledge and learning in the quality and innovation process, and proposes a holistic, cross‐disciplinary model of the learning approach to quality and innovation. It stresses the importance of creativity in the learning process and postulates a higher platform of quality and innovation: creative quality and value innovation. This will be necessary for sustaining competitive advantage in the hyper‐competitive world. The features and essentials in connection to the attainment of such a platform are tentatively constructed through the 5‐S model of creative quality and value innovation.