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Until recently stakeholder communication has tended to be mostly unidirectional and simple. However, the advent of the Internet has brought unprecedented change. Stakeholder communication is no longer unidirectional, and as stakeholders increasingly communicate with each other this communication becomes infinitely more complex. Unfortunately many of the tools and models of PR were developed and refined in a pre‐Internet world. This paper introduces an integrated Internet stake‐holder communication matrix (I²SCM), and explains its use for the identification of issues that need to be managed with regard to the Internet and2 PR.

Because the web can be an influential medium for attracting and retaining customers, it is critical to examine the connection between web advertising and corporate strategy. This is particularly true for multinational organizations, which face the most complex organizational environment. The purpose of this paper is to propose that multinational organizations should be concerned with alignment of their strategy and web image because of the size and geographic spread of their operations.

This research paper reviews the fundamental global strategies that corporations can pursue (e.g. integration, transnational, national responsiveness) and then empirically examine the relationship between corporate global strategy and web advertising strategy for 20 multinational organizations.

The results show that misalignment between corporate global strategy and web advertising strategy is reasonably common. For two thirds of the companies in our sample, there was imperfect alignment.

The paper suggests three reasons why this can be, and offer a tool that enables organizations to recognize how they should handle design and content matters for the combination of corporate and national web sites.

There is a growing awareness by researchers and practitioners of organizations' ecological responsibilities. Past research in management suggests that it is important to develop ecological sustainability, a long‐missing piece of the sustainability puzzle, together with economic sustainability and social sustainability. However, little research has been conducted to explore how information systems (IS), as one of the defining technologies in human society, can help organizations develop ecological sustainability. The purpose of this paper is to suggest a conceptual model and propositions with regard to the roles of IS in the pursuit of ecological sustainability.

The paper focuses on how organizations are motivated to act in the same legitimate way (i.e. eco‐friendly way) and proposes institutional theory as a lens to better understand how IS can be leveraged to achieve the three milestones of ecological sustainability, i.e. eco‐efficiency, eco‐equity and eco‐effectiveness.

The model advocates that under different institutional pressures, IS can be leveraged to achieve eco‐efficiency, eco‐equity and eco‐effectiveness through automating, informating (up and down) and transforming organizations, respectively. Research limitations/implications – The paper calls for the incorporation of the dimension of natural environment into our framework for future investigation of the IS roles in organizations.

The paper highlights the importance for practitioners to understand the environmental impact of the IS that they design or use, and the roles that IS can play in facilitating the large‐scale learning about ecological sustainability.

The implications of this research for both practice and academia are discussed, with a brief outlook towards future research.

At first glance, this A4 size guide looks very much like the UKOLUG newsletter, sharing as it does the same cover design. However, this book is one of a number of publications from the group aimed at users of online and CD‐ROM resources, and builds upon two previous UKOLUG guides to CD‐ROMs.

This volume of the International Perspectives on Education and Society series examines the development of the World Bank's Education Strategy 2020 ¹ (http://www.worldbank.org/educationstrategy2020). The Executive Summary of this strategy is reprinted in this volume for easy reference. Prior to the release of the Education Strategy 2020, a World Bank concept note was developed and consultations about the new strategy took place around the world. To document and analyze this process of education strategy development by the World Bank, this volume brings together a diverse array of voices and responses to the Bank's strategy for education in the developing world. As discussed in the introductory chapter, this volume primarily focuses on the World Bank's strategy development, and attempts to bridge the dichotomy between critics and advocates by providing relevant scholarship to influence both the World Bank's practice and the research and critiques that focus on the Bank's education strategies, policies and activities. The unique character of this volume is that it follows a significant shift in the World Bank's education policy as it was taking place and immediately following its development by using the unique approach of simultaneously documenting and analyzing the Education Strategy 2020 development.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.