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This article begins with a reprint of interviews from the November/December 1995 issue of Planning Review (the previous identity of Strategy & Leadership.). In those interviews, four leading futurists — Ian Wilson, Oliver Markley, Joseph Coates, and Clement Bezold — discussed the critical issues they believed were facing business leaders in the first decade of the twenty‐first century, the strategic implications of these issues, and how business leaders should respond. Their original remarks are followed by their current thoughts about what progress has been made in five years and how the critical issues may have changed in that time.

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.

The purpose of this paper is to propose a new hybrid approach based on technology foresight and a fuzzy consistent matrix to select and assess emerging technologies.

Through introducing technology foresight into emerging technology selection and assessment, an industrialization potential assessment indexes system of emerging technologies is constructed, and general procedures to assess the industrialization potential of emerging technologies based on technology foresight and a fuzzy consistent matrix are presented.

In this paper, assessment of the industrialization potential of nine different emerging technologies is provided to illustrate the application of the method. These results show that technology 1 has the best performance on industrialization potential, and technology 2 has better performance on the industrialization potential.

This paper is of interest for emerging technology selection and assessment practitioners and policymakers at the industrial and government levels.

This paper proposes a new hybrid approach of emerging technology selection and assessment based on technology foresight and a fuzzy consistent matrix.

As the traditional mainstays of American business have collapsed around them, companies have begun searching for ways to become more competitive—and to stay alive.

The advent of the 3G world of mobile commerce has suffered from the wait‐and‐see mode over the last years. Existing barriers pose a challenge to all actors in the mobile commerce industry (MCI). Learning from the future and discovering a route to a desired future are keys to successful mobile commerce business. In this paper we argue that it is very important that all actors in the MCI use an industry foresight approach in order to discover a successful route to future markets. We present a framework for creating industry foresights and for understanding the future of mobile commerce. We focus on the mobile commerce industry as a whole and introduce two broad variables; (1) adoption and diffusion of mobile commerce products and services; and (2) the macro‐economic development trend. Based on these variables we build four foresight scenarios: Rapid‐Up, Rapid‐Down, Slow‐Down and Slow‐Up. On the basis of these four different scenarios we suggest some features of promising mobile commerce products and services. We are using information‐gathering agents in order to collect information for our analysis. The foresight framework will help all actors understand the future for m‐commerce.

States that four trends promise to dramatically change the university of the next century: globalization, virtualization, multiculturalism, and politicization, driven by economy and efficiency, technology, values and rights, and power and politics. The article explores the impact of these trends on the future of the university, presents possibilities for structural change, and offers probable scenarios for the future. The conclusions suggest that the Web and globalism may end the monopoly of the traditional university and paradoxically place the transformed university simultaneously at the center of society.

A discussion on the need for integration of distance learning into regular courses to ensure quality of education for all. Face‐to‐face students and distance learners should exist in the same communication environment, and faculty who introduce new technology in this way should be rewarded.

Looks at the impact the internet has had on education and learning. Notes that knowledge has become ubiquitous with the rise of the internet and that lifelong learning has become increasingly popular. Observes that the industry is in a state of great change but questions whether this will result in positive or negative outcomes.

Looks at the changing face of education and where it is going. Sees many changes brought about as the global economy develops, IT moves on apace and there’s a widening range of education providers.