bluuebunny/crossref_metadata_2025 huggingface dataset:
Utilizing employee innovation at Kwik‐Fit Financial Services
Authors: Edwards Keren
Published: June 2010

Keren Edwards, HR director at Kwik‐Fit Financial Services, explains how the call centre company has turned its business around through a simple strategy ‐ asking employees what would improve their workplace.
Managing the HR challenges of a major global merger
Authors: Perks Nigel
Published: June 2010

Mergers bring with them a host of issues and can represent a major challenge for HR. The 2002 merger that formed LogicaCMG was seen as an opportunity to combine the strengths of the two legacy companies and roll out best practice HR programs. Nigel Perks, group HR director, explains how they did it.
Nurturing talent for success at Mahindra BT: Creating a learning organization
Authors: Deb Anuradha , Ranaweera Andy
Published: June 2010

Many companies claim to focus their resources on the development of their people, but few can match the learning culture at Indian IT company, Mahindra BT. Its focus on education and development had led to a rapidly growing business with enviable employee recruitment and retention rates.
Sunita Malhotra, Electrolux
Authors: Malhotra Sunita
Published: June 2010

Not many people can say that they took the first steps in their HR career aged 12. This was the ageat which Sunita Malhotra, now HR director for the European sales and marketing function at Electrolux, first realized she wanted to do something to help people reach their full potential.
The employee value proposition redefined
Authors: Bell Andrew N.
Published: June 2010

Andrew N. Bell considers the role of company reputation in creating a convincing, credible and competitive employee value proposition.
Causation not correlation
Authors: Kearns Paul
Published: June 2010

HR measurement is very simple when you know what you’re doing. However, if you make it overly simplistic, don’t be surprised if no one is interested in the results. HR benchmarks based on a spurious connection between business performance and HR practices convince no one. Effective and convincing HR measurement starts with clear causation, not correlation.
Taking total rewards online: Nationwide’s phased approach
Authors: Bissell Paul
Published: June 2010

Paul Bissell, senior rewards manager at Nationwide Building Society, explains how a multiphased approach to launching online rewards has already resulted in the company’s most successful flexible benefits enrolment.
Building Philips’ employer brand from the inside out
Authors: Pietersis Jo , van Leeuwen Brenda , Crawford Tom
Published: June 2010

Your employer brand should be a distinct and compelling way to express what makes you unique as an employer, highlighting the employee experience you offer. Find out how Philips researched its position in the employment market to create an employer brand that reflects its corporate reputation.
Creating a winning employer reputation
Authors: Hepburn Simon
Published: June 2010

Being a good employer is no longer enough, you must also be perceived to be a good employer. This means communicating effectively to a range of key stakeholders. Simon Hepburn explains why managing employer reputation should be a business priority and outlines steps you can take to ensure your reputation is ahead of the rest.
The six principles of performance communication
Authors: Bayerlein Patricia , Gailey Rose
Published: June 2010

Increasingly, organizations are becoming aware that engaged employees are fundamental to achieving business success. Here, Patricia Bayerlein and Rose Gailey describe why alignment between HR and communication is at the heart of achieving true engagement and show how one company used their six principles to turn its performance around.
Building a successful coaching environment at LogicaCMG
Authors: Blakey John
Published: June 2010

Making coaching mainstream in a sceptical organization is a challenging task. John Blakey, LogicaCMG’s coaching director and co‐founder of 121 coaching, shares four ways to make coaching part of your business culture.
The work of HR part one: people and performance: using HR “menus” to maximize value for all stakeholders
Authors: Ulrich Dave , Brockbank Wayne
Published: June 2010

In the first of two articles, Dave Ulrich and Wayne Brockbank examine the ways in which HR adds value. Here, they present menus of ways HR can add value for investors, customers, employees and line managers in two key areas: people and performance. In their next article they present menus for the areas of information and work.
HR and the parameters of knowledge, stress and time: HR’s role in the dynamics of stress, time and knowledge management
Authors: Delargy Katrina , Chatten Heather
Published: June 2010

The impacts of poor stress, time and knowledge management can compound to create a vicious circle of poor performance. Find out how a proactive approach to stress prevention and effective time and knowledge management can create the opposite effect: a virtuous circle of high individual and organizational performance.
Julie Bass, Groupama Insurance
Authors: Bass Julie
Published: June 2010

Julie Bass is director of strategy and HR at Groupama Insurances. She joined the organization in 1982 and her roles have included personnel and training manager, HR manager for Asia‐Pacific and associate director responsible for strategic planning and change management
Transport for London’s non‐traditional training
Authors: Kneen Kim
Published: June 2010

Kim Kneen of MICE AGA explains how Transport for London used professional actors in creating a learning and development program that reflected “the bigger picture” and brought customer service training to life.
Communicating employee recognition at MDOT
Authors: Seeger Jan
Published: June 2010

If employee recognition is to create ongoing motivation and commitment it must be communicated across the business. Jan Seeger describes how the Michigan Department of Transport shares employee success.
Ethics and Strategy Innovation at Citigroup
Authors: Harker John
Published: June 2010

The financial services sector is traditionally known for its focus on quick profits of “making the numbers,” but industry leaders are now waking up to the need for an ethical reputation. John Harker describes how Citigroup is taking a bottom‐up approach to building a culture of ethics and shared responsibility.
Creating a business‐focused IT function
Authors: Riermeier Michael , Zimmermann Tim
Published: June 2010

Pressure is on IT functions around the world to be driven by business rather than technology. But implementing new global career paths and competencies is no easy task. Michael Riermeier and Tim Zimmermann describe how their company realigned the competency model and introduced alternative career paths to a global pharmaceutical company’s IT function.
The future of HR metrics
Authors: Jamrog Jay J , Overholt Miles H
Published: June 2010

Jay J. Jamrog and Miles H. Overholt of The Human Resource Institute discuss where best to focus measurement. Significant advances in HR strategic planning and metrics have shifted HR’s traditional role ‐ it’s now imperative that HR strategy is aligned to business strategy. But, despite these advances, business leaders are becoming increasingly frustrated with HR, even when its plans and metrics are executed with skill.
Discuss performance positively and provide useful feedback
Authors: McGee Lucy
Published: June 2010

Employees who get feedback on their performance are twice as likely to commit to their organization. In conversations with your team, and when training line managers, the matter of how individuals can raise their game needs to be addressed if your talent is to become a differentiating force.
Measuring behaviour change
Authors: Bayerlein Patricia
Published: June 2010

Most HR and communication professionals share a common belief that the ultimate goal of their efforts is to facilitate a change in behaviours that directly links to improved business results. But they may have different perspectives on how to effectively measure behaviour change in the context of management objectives and often employ different approaches.
Offering flexible and remote working options at IBM
Authors: Meredith Simon
Published: June 2010

IBM sees mobility as key to improving efficiency and productivity. Simon Meredith, IBM’s worldwide mobility strategy and program manager, explains how being flexible has helped to produce motivated employees.
10 steps to successful human capital management
Authors: Young Stephen
Published: June 2010

CEOs often talk about people being their best asset, but how good are they are measuring and managing it? Not very, according to Dr Stephen Young, deputy regional director of ISR Europe. Here, he offers a 10‐point plan to reaching HR’s “Holy Grail” – effective human capital measurement and management.
How to influence decisions as an HR business partner
Authors: Goodge Peter
Published: June 2010

Exactly how do you get executives to listen to your ideas and opinions, offer you a role in the major business decisions and value your contribution?
Applying the balanced scorecard
Authors: LaChance Sue
Published: June 2010

It’s nearly impossible for an organization to perform in concert at a very high level unless all the employees are responding to the same feedback from a single digital dashboard. Many organizations are introducing a balanced scorecard to guide performance.
Introducing flexible working to a major UK law firm
Authors: Kavanagh Anne
Published: June 2010

Anne Kavanagh, director of Time 4 Balance, a flexible working consultancy, discusses the challenges a business can face when introducing a work‐life balance option to its employees.
HR as the guardian of corporate values at Cadbury Schweppes
Authors: Young Mark
Published: June 2010

Introducing board games to the board room has helped Cadbury Schweppes educate its employees about corporate and social responsibility, explains Mark Young, director of Future Considerations.
Implementing a customer‐focused strategy: Refining communication processes at The UK Environment Agency
Authors: Hicks Clive , Gear Rory
Published: June 2010

The Environment Agency needed to identify key areas of its communication processes for improvement in order to engage employees in major change. Summit‐IMM senior consultants Clive Hicks and Rory Gear explain how simplifying processes and introducing workshops helped align service strategy with the wider organizational focus.
Why managers are crucial to increasing engagement: Identifying steps managers can take to engage their workforce
Authors: Baumruk Ray
Published: June 2010

Working with organizations around the world to calculate the top drivers of employee engagement, Hewitt’s Ray Baumruk knows how businesses can harness such knowledge to become more successful. Here, he explains to Bob Gorman why the manager is critical to increasing engagement and improving performance and profitability.
Focusing HR on growth at Harley‐Davidson: Sustaining widespread success by prioritizing employee development
Authors: Scott Harold , Cheese Peter , Cantrell Susan
Published: June 2010

Harley‐Davidson was keen to maintain its continual expansion, but was aware it needed to invest in its people in order to keep momentum high. The Accenture Human Capital Development Framework enabled the company to take stock of its HR activities and create a comprehensive human capital strategy for the future. Here, representatives from both organizations explain how the Framework was used.
Closing the talent management gap: Harnessing your employees’ talent to deliver optimum business performance
Authors: Ingham Jon
Published: June 2010

Jon Ingham of HR consultants, Penna, suggests that an organization’s relationship with its talented employees needs to be fundamentally different from that of other employees if the strategy gap is to be closed. Here, he shares Penna’s experiences of working with various leading organizations, and offers four stages to help create a strategic talent management program.
Boosting leadership skills at the Northern Ireland Office
Authors: Sherlock‐Storey Mandi
Published: June 2010

During an organizationwide change program, the Northern Ireland Office identified a need to improve its leadership development. A tailored training program with follow‐up sessions proved the solution.
Involving staff in change initiatives at GASCO: Enhancing employee engagement through long‐term commitment opportunities
Authors: Bartridge Tom
Published: June 2010

Tom Bartridge, a change management consultant and previously team leader on the GASCO 21 merger project, shows how GASCO actively involved its employees in all stages of a major change process, resulting in an established brand, engaged employees and a successful, long‐term merger.
Inspiring new standards at Connex‐Vodafone: Using company culture to make a brand impression in a fast‐growing market
Authors: Wright Sue , Ralph Matt
Published: June 2010

Creating exceptional customer service in an environment where such standards don’t exist was a challenge for the Connex‐Vodafone group in Romania. Sue Wright and Matt Ralph of The NKD Group explain how creating a “living brand” with engaged employees helped bring about radical cultural change in an aggressive and competitive growth industry.
Proactively ensuring the future of HR
Authors: Waite Annie
Published: June 2010

Welcome to a somewhat revitalized and invigorated issue of Strategic HR Review. Technology is advancing at an increasingly fervent pace and the HR world, along with the rest of the global industry, is gradually beginning to adopt a more sophisticated approaches.
Avoiding ageism and promoting diversity at Coca‐Cola
Authors: Webb Catherine
Published: June 2010

Catherine Webb, HR controller at Coca‐Cola Enterprises, provides examples of how the organization has established forward‐thinking, diverse, anti‐ageism policies in order to achieve “Employer Champion” status.
Modernizing HR tools at the DWP: Ensuring rapid and strategic training for more than 50,000 line managers
Authors: Clark Maxine , Roberts Clare
Published: June 2010

By introducing three specialized web portals, the Department for Work and Pensions facilitated a skills cascade, which transformed the HR department and gave line managers responsibility for the training needs of their teams. Maxine Clark, DWP and Clare Roberts, Academee explain how changes were made.
How to use innovative approaches to retain key talent
Authors: Baker Michael , Kubal Diane , O’Rourke Tom
Published: June 2010

HR return on investment (ROI) is still important, as is the need to create business cases for HR programs. But, as companies move toward profitable growth, the focus is no longer on strategic cost reduction and HR transformation, but on talent acquisition, management and retention.
Embracing and managing diversity at Dell: Introducing flexible working and a women’s network to help retain key employees
Authors: Lowther Richard
Published: June 2010

Dell has introduced a number of key initiatives which helped to increase employee morale and retention rates. Its UK HR director, Richard Lowther, explains how management buy‐in for diversity programs was vital for implementing a successful rollout of initiatives, and has empowered employees to manage their own workloads.
Researching onboarding best practice: Using research to connect onboarding processes with employee satisfaction
Authors: Snell Alice
Published: June 2010

The early stages of onboarding are crucial to establishing a lasting bond between employees and the company. Alice Snell, vice president of the research division of talent management solution company, Taleo, outlines the methods organizations can use to maximise contribution and avoid the pitfalls of the onboarding process.
Six ways to link training with business performance: Strengthening the impact of acquiring new skills
Authors: Vonk Ron
Published: June 2010

Maintaining momentum after learning new skills and techniques is of paramount importance if companies are to maximize the benefit of upskilling employees. Management consulting firm, Kepner‐Tregoe, has identified six steps to ensuring the training doesn’t go to waste, but is instead harnessed early, to produce a positive, noticeable effect on the business.
How to integrate new technology and social media into HR processes
Authors: Rudnick Michael , Wyatt Watson
Published: June 2010

Today’s technology‐fueled change, often referred to as Web 2.0, is transforming HR’s interaction with employees and managers. A key element of Web 2.0 is social media, which can take many different forms, including text, images, audio and video.
Communicating HR’s value
Authors: Seagraves Theresa L
Published: June 2010

Using metrics to communicate HR’s value to an organization is critical to the perception of HR as a valuable resource. What many HR professionals miss is that how those metrics are used in making a business case is just as important as having metrics themselves.
Aiding retention with unique health benefits incentives
Authors: Geneau James
Published: June 2010

James Geneau, vice president of Canadian health‐insurance provider, Benecaid, explains how tailoring the health‐benefits packages at a Canadian law firm helped cut costs and meet the needs of its employees.
Measuring the financial impact of HR: Defining and controlling the areas where HR adds cost and value
Authors: Snell Alice
Published: June 2010

Using the case‐study examples of Dow and UnitedHealth Group and a selection of research papers, Alice Snell, vice president of Taleo Research, explores the ways in which you can help control HR’s financial burden. She highlights four key areas where HR can cut costs: by accelerating the hiring process, reducing high turnover, avoiding exposure to legal implications and cutting the costs of temporary work.
How to manage compensation and benefits during mergers
Authors: Morley Ian
Published: June 2010

Many mergers and acquisitions are not successful because of HR‐related issues. Despite being critical for success, the compensation and benefits (C&B) implications of the merger are often not considered.
How can I rank processes, learning and growth?
Authors: Bassi Laurie
Published: June 2010

A thoughtfully designed, repurposed, creatively used employee survey can solve this and many other measurement problems. Who is in a better position to comment knowledgeably about matters such as internal business processes and learning and development than the front‐line employees who do the day‐to‐day work?
Conflict‐free integration at T‐Mobile: Mastering the cultural change of post‐merger integration at T‐Mobile Austria
Authors: Pineda Annabelle , Kummer Christopher
Published: June 2010

Paying attention to cultural issues from the earliest stage of a merger or acquisition reaps long‐term business benefits. Annabelle Pineda of T‐Mobile Austria and Dr Christopher Kummer of the Institute of Mergers, Acquisitions and Alliances explain how T‐Mobile’s comprehensive approach to cultural change minimized conflicts post‐merger.
How do I engage employees in the CSR agenda?
Authors: Kissida Michael R.
Published: June 2010

The challenge of CSR is finding and developing the special leaders and workers who embrace the CSR agenda, as well as building the desired environment of engagement, mutuality, trust and outward perspective.
Preparing for change at the UKPS
Authors: Herdan Bernard
Published: June 2010

Bernard Herdan, previously CEO of the UK Passport Service and now executive director, service planning and delivery at the restructured organization, discusses the preparation that made this major change happen with ease.
Yum! Inc repositions HR at the heart of its global operations
Authors: Colao Cornelius
Published: June 2010

Cornelius “Connie” Colao, chief people officer at Taco Bell, outlines the steps taken at Yum! Inc to transform its HR function on a global scale so that it was placed at the heart of the business.
The art of business partnering: Making the move from an operational to a strategic role a success
Authors: Brockway Sharon
Published: June 2010

The role of the HR business partner has been heralded as the salvation of HR and the route to making a strategic contribution. Sharon Brockway, director for Roffey Park’s new HR Business Partnering program, explores why business partnering too often fails to live up to expectations and examines how HR at Lloyds TSB was successfully repositioned from playing a transactionary role to a more strategic one.
How to manage knowledge transfer
Authors: Jones Simon
Published: June 2010

Developing, retaining and sharing knowledge effectively is a major challenge for all businesses. Ensuring that employees have access to the information they need has a critical impact on their effectiveness and, ultimately, the performance of the organization as a whole.
Q: Why not get rid of the HR department?
Authors: Holley Nick
Published: June 2010

The author has carried our research in HR leadership at Henley Management College in the UK and has been speaking to a number of HR headhunters. One of them made a telling comment: “Ninety‐five percent of the senior HR people we see can’t enumerate the value they add to the business.” This is the heart of the problem.
E‐recruitment delivers return on investment for DML
Authors: Leftley Andy
Published: June 2010

Andy Leftley, recruitment manager at DML, discusses the company’s successful first step into e‐recruitment and the significant benefits that have been realised from its hiring management system.
The virtuous cycle of community involvement: How community involvement programs can help bridge the skills gap
Authors: Larrabee Jared
Published: June 2010

Community involvement programs are good news for businesses and for the communities in which they work. And, says Jared Larrabee, a senior consultant with client services firm Deloitte, they’re likely to become an increasingly important recruitment tool in the battle to win jobseekers’ hearts and minds.
Shared services the work for the business: Implementing shared service models that realize genuine business benefits
Authors: Boroughs Allan , Saunders Jane
Published: June 2010

Allan Boroughs and Jane Saunders of Orion Partners use their experience of implementing shared service models to identify the critical factors for success and to highlight the potential pitfalls.
Pfizer shows community spirit
Authors: Baker Pam , Jenkins Christine
Published: June 2010

Pam Baker of Pfizer and Christine Jenkins of CC Works explain how volunteering, fundraising and payroll giving can boost employee engagement and professional development as well as being “the right thing to do”
Rabobank aligns leadership skills to change program
Authors: Janssens Stephan
Published: June 2010

Developing leadership skills through a performance management program was key to achieving a cultural shift at Rabobank international, explains Stephan Janssens, head of HR Europe, who coordinated the global initiative.
Leadership in turbulent times: Effective leadership during times of organizational change
Authors: Pardey David
Published: June 2010

David Pardey, development consultant at the Institute of Leadership and Management (ILM), explores why effective leadership is so important during times of organizational change. He examines two cases where strong leadership made the difference ‐ the first in achieving a complete overhaul of systems and processes, and the second in moving employees to a customer‐centric culture.
Globalising telecommunications: the case of British Telecommunications PLC
Authors: Lal David , Strachan Peter A. , Raj Mahendra
Published: June 2010

The global telecommunications marketplace has witnessed considerable and unprecedented changes in the past twenty‐five years, so much so, that comparative recognition of most telecommunications fixed‐link network operators is impossible. Consequently, industry structures, market specific structures and the internal operation of incumbent firms have been transformed by visionary strategic directional changes. Demonstrably, the impact of national strategic intentions have identified clear shifts away from predominantly monopolistic – high bureaucratic, labour‐intensive and government‐run service providers, towards distinct deregulated markets – supporting increasingly competitive, innovative and market‐led organisations. With this in mind, this study considers the nature of organisational strategic evolution and its associated consequences on the UK incumbent BT, since UK telecommunications privatisation. A case study approach waqs adopted, with face‐to‐face interviews being carried‐out with senior executives, using semi‐structured questionnaire checklists. Content analysis was applied to the data set and results alluded to the nature of both strategic evolution and the emerging strategic focus occurring within the firm. Against the is backdrop, BT was seen to evolve from a dormant, fat, inward‐looking and inefficient organisation, towards a more dynamic, forward thinking, creative and global organisation. A conceptual model partraying the impact of strategic change on transforming the business focus of BT is developed.
Expert determination: a suitable dispute resolution technique for offshore construction project disputes? Part I
Authors: Hughes Margaret J.
Published: June 2010

There is a current perception that dispute is an unavoidable feature of any contract for the construction or conversion of offsore units. Allocation of design responsibility amongst several parties, coupled with vessels’ increasing technological complexity and the tight timeframes within which building work must usually be completed, provide fertile ground for disputes to develop. Contracting parties therefore normally make contractual provision for a means of resolving any dispute which might arise. This article, which has been published in two parts, considers the suitability of expert determination – the means by which parties to a contract jointly instruct a third party to decide an issue in a manner not subject to the laws of arbitration – for resolution of the particular types of dispute arisign in offshore construction.
The Australian policy and practice of preferential bilateral trade: a benign or malign alternative to the WTO multilateral free trading system?
Authors: Rafiqul Islam M.
Published: June 2010

The subject‐matter of this article is the recently altered trade policy and practice of Australia and their consistency with the WTO multilateral trading policies and principles. Following its unhappy experience with the power and politics driven trading under GATT, Australia unequivocally supported the legalistic approach of the WTO trading system during the Uruguay Round. Its active participation in the WTO has given it a fair share of global free trade. The rule‐based trading framework of the WTO protects, more often than not, Australia from powerful trading states and blocs using their economic clout to gain unfair terms of trade. Australia has recently opted to pursue its multi‐track trading together with its commitments to WTO multilaterial trade liberalization. Since 2002, it has been negotiating a preferential bilateral free trade agreement with its preferred trading partners. The flurry of such negotiations has resulted in the conclusion of a preferential bilateral free trade agreement with Singapore in 2003. Negotiation towards a similar agreement with the U.S. is ongoing. A preferential trade agreement (PTA) is by nature discriminatory and as such inconsistent with the Most Favoured Nation (MFN) rule under GATT Article I. Despite this apparent contradiction, GATT Article XXIV permits bilateral PTAs as an exception to the MFN rule under certain explicit conditions, which militate against discriminatory, differential and unequal trading deals among WTO members. This article examines the extent to which the existing and potential PTAs of Australia comply with the conditions of GATT Article XXIV. It concludes that these PTAs are not complementary, if not obstructive alternatives, to the WTO multilateral free trading system. They are not in the best long‐term trading interest of Australia either.
The effects of inspire art: A Critical comparison of the formation of German and English companies
Authors: Ottersbach Christina
Published: June 2010

On 30 September 2003, the European Court of Justice continued, in its Inspire Art decision, in its quest to strengthen freedom of establishment. This decision has lead to an ever increasing number of English private limited liability companies (hereafter, ‘Ltds.’) operating in Germany. It is the purpose of this paper to compare a Ltd. with Its German correlate, the GmbH, focussing on foundation and capital requirements. It is argued that currently it is not advisable to operate Ltds. in Germany. In this respect, suggestions for the further harmonisation of European Company Law will be advanced.
The internet and EU competition law
Authors: Kirch Pierre
Published: June 2010

The US Supreme Court has stated, “The content of the Internet is a diverse as human thought.” It may also be surmised that the Internet is nothing more than a new medium and that the application of competition law to the Internet may be as broad as all of competition law itself. The diversity of the Internet constitutes a guide to finding thoughtful competition law solutions to e‐commerce phenomena under EU law in (i) merger control, (ii) horizontal and vertical restraints analysis under Article 81 EC (exclusive distribution, selective distribution, music licensing), (iii) abuse of dominant position under Article 82 EC.
Foreign direct investment in India with special focus on retail trade
Authors: Nandi Tanay Kumar , Sahu Ritankar
Published: June 2010

It is to be noted that there is prevalent widespread opposition, specially by the left parties towards FDI in retail trade in India. May be in the early 1990s employing safeguards to protect domestic retailers was the need of the day. Almost more than one and a half decades down the line there is a need for Foreign Direct Investment in retail trade. It is a flawed argument that the Wal‐Marts’, Tescos’ and Asdas’ will lead to the winding up of the small scale domestic retailers. Instead it is going to provide a stiff competition to the Pantaloons’ and the Westsides’. This paper starts by stressing the need of FDI in India. It uses the argument that FDI is allowed in multiple sectors and the effects have been quite good without harming the domestic economy tries to stress on the fact that FDI in retail sector must be allowed.
Buying properties in Malaysia? Highlight on laws, policies and their implication on foreign land ownership
Authors: Asiah Mohamad Nor
Published: June 2010

The laws and policies pertaining to foreign land ownership in Malaysia have seen tremendous changes for the past two decades. The reasons may be linked to economic, political and social factors. The changes, as claimed, have to be carried out to accommodate the current needs and circumstances. Nevertheless, at the same time, frequent changes would also create uncertainty and insecurity to the purchaser especially the investors. The Malaysian government has made various efforts towards becoming a developed country, trying hard to attract foreign investors to invest in the country. At the same time, a reasonable consideration must be given to the needs of its own people. Moreover, it is equally important to protect and to ensure that the people’s right shall not be sacrificed for the sake of development and especially when all the benefits will go to only a certain class of people. The history of foreign land ownership policy especially on the restrictions imposed by the laws and policies are worth noting. The legal perspectives are delineated from some important statutes such as the National Land Code, 1965, the Malay Reserve Enactments, the Malay Agricultural Settlement Act, the Aboriginal Peoples Act 1954, and also the restrictions imposed by the states since land is a state matter in Malaysia. Furthermore, some of the restrictions are traceable in the policies determined by the relevant ministries. Following this, the implication of these restrictions on foreign land ownership and also property market will be addressed.
Public private partnerships to build low cost rural access
Authors: Martyris Daryl
Published: June 2010

Every year thousands of computers deemed obsolete by companies upgrading to newer models are kept out of landfills by organizations like World Computer Exchange (WCE)1 which recycle them to schools in developing countries. It is possible to set up at a very low cost, clusters of recycled PCs, using Linux software to substantially reduce the cost of establishing school‐based community Internet centers. In the case of such an implementation in Goa, India by a WCE partner‐NGO the key to its success has been collaboration between the NGO and the private sector to encourage the growth of local Linux support skills and with the government sector ‐ the Goa State Education Department ‐ to ensure the acceptance of Linux in the curriculum, and the provision of teacher training. The Goa Schools Computers project (GSCP)2 project provides an example of how low initial costs of infrastructure and linkages between different stakeholders can result in cost savings of up to 60% over a conventional community Internet center thereby
increasing their chances for financial viability.
Ethical reflections on the digital divide
Authors: Tavani Herman T
Published: June 2010

During the past decade, a fairly extensive literature on the digital divide has emerged. Many reports and studies have provided statistical data (Digital Divide Network, 2002; NTIA, 1995, 1998, 1999, 2000) pertaining to sociological aspects of ‘the divide,’ while some studies have examined policy issues involving universal service (Camp and Tsong, 2001) and universal access (Brewer and Chuter, 2002).
Other studies have suggested ways in which the digital divide could be better understood if it were ‘reconceptualized’ in terms of an alternative metaphor, e.g. a ‘divide’ having to do with literacy (Warschauer, 2002), power (Moss, 2002), content (Carvin, 2000), or the (information) environment (Floridi, 2001). However, with the exception of Johnson (2001) and Koehler (2002), authors have tended not to question ‐ at least not directly ‐ whether the digital divide is, at bottom, an ethical issue. Many authors seem to assume that because disparities involving access to computing technology exist, issues underlying the digital divide are necessarily moral in nature. Many further assume that because this particular ‘divide’ has to do with something that is digital or technological in nature, it is best understood as a computer ethical issue. The present study, which examines both assumptions, considers four questions: (1) What exactly is the digital divide? (2) Is this ‘divide’ ultimately an ethical issue? (3) Assuming that the answer to (2) is ‘yes,’ is the digital divide necessarily an issue for computer ethics? (4) If the answer to (3) is ‘yes,’
what can/should computer professionals do bridge the digital divide?
Molecular biologists as hackers of human data: Rethinking IPR for bioinformatics research
Authors: Marturano Antonio
Published: June 2010

This paper is the result of the research I undertook at Lancaster University with a Marie Curie Fellowship during the academic years 2000‐2002. The objective of this research was to study the limits and the challenges of the analogy between molecular geneticists’ work and hackers’ activities. By focusing on this analogy I aim to explore the different ethical and philosophical issues surrounding new genetics and its IPR regulations. The paper firstly will show the philosophical background lying behind the proposed analogy and analyses the sense in which we can talk of geneticists as “hackers.” It will provide grounds for the analogy by exploring some of the techniques used by geneticists; in particular it will focus
on the so‐called Shotgun method for genomic sequencing. After having provided reasons for the proposed analogy I will claim that the open source philosophy used in the computer field would be a good way to regulate research in the genetics and in pharmaceutical field too. The open source philosophy would provide fair distribution of research opportunities around the globe with the shift from patenting to copyright in sensitive fields such as genetics.
Targeting the innocent: Active defense and the moral immunity of innocent persons from aggression
Authors: Einar Himma Kenneth
Published: June 2010

Private persons and entities are increasingly adopting aggressive “active defense” measures (i.e., “hack back”) against Internet‐based attacks that can infringe the rights of innocent persons. In this paper, I argue that aggressive active defense cannot be justified by the Necessity Principle, which defines a moral liberty to infringe the right of an innocent person if necessary to achieve a significantly greater moral good. It is a necessary condition for justifiably acting under an ethical principle that we have adequate reason to believe its application‐conditions are satisfied. Since, absent special knowledge, the victim of a hacker attack will not be able to reliably predict the direct or indirect consequences of aggressive countermeasures, she lacks adequate reason to think that those measures will achieve a good that significantly outweighs the evil that is done to innocent parties.
Ethical challenges to citizens of ‘The automatic Age’: Norbert Wiener on the information society
Authors: Ward Bynum Terrell
Published: June 2010

This article discusses the foresight of philosopher/mathematician Norbert Wiener who, in the 1940s, founded Information Ethics as a research discipline. Wiener envisioned the coming of an “automatic age” in which information technology would have profound social and ethical impacts upon the world. He predicted, for example, machines that will learn, reason and play games; “automatic factories” that will replace assembly‐line workers and middle managers with computerized devices; workers who will perform their jobs over great distances with the aid of new communication technologies; and people who will gain remarkable powers by adding computerized “prostheses” to their bodies. To analyze the ethical implications of such developments, Wiener presented some principles of justice and employed a powerful practical method of ethical analysis.
Civil disobedience online
Authors: Klang Mathias
Published: June 2010

The Internet is used for every conceivable form of communication and it is therefore only natural that it should be used as an infrastructure even for protest and civil disobedience. The technology however brings with it the ability to carry out new forms of protest, in new environments and also involve changed consequences for those involved. This article looks at four criminal activities, which are used as active forms of Internet based protest in use today and analysis these forms in relation to the traditional civil disobedience discourse. The analysis is done by studying four basic criteria (disobedience, civil, non‐violence and justification) found in tradition civil disobedience discourse and observing their applicability in online environments. The purpose of this article is to better understand the political protest activities carried out online and to see whether traditional civil disobedience theory embraces these new forms of political activism.
The implications of digital rights management for privacy and freedom of expression
Authors: Kerr Ian , Bailey Jane
Published: June 2010

This paper aims to examine some of the broader social consequences of enabling digital rights management. The authors suggest that the current, mainstream orientation of digital rights management systems could have the effect of shifting certain public powers into the invisible hands of private control. Focusing on two central features of digital rights management ‐ their surveillance function and their ability to unbundle copyrights into discrete and custom‐made products ‐ the authors conclude that a promulgation of the current use of digital rights management has the potential to seriously undermine our fundamental public commitments to personal privacy and freedom of expression.
The virtual Colombo plan: Implications for developing countries
Authors: Rooksby Emma
Published: June 2010

This paper considers the available documentation on the Virtual Colombo Plan (or VCP for short), launched by the World Bank and the Australian Government in 2001. The Plan is one of the World Bank’s key projects for encouraging greater use of information and communications technologies
(ICTs) in developing countries, with a focus on the using ICTs for education, as well as for economic benefits.
The moral significance of the internet in information: Reflections on a fundamental moral right to information
Authors: Einar Himma Kenneth
Published: June 2010

I consider the foundational issue of whether we have a right to information that is fundamental in being independent of other rights and general in protecting all information. To this end, I distinguish two kinds of morally relevant value an entity might have, i.e. intrinsic and instrumental value, and explain the role that each has in determining whether a person has a fundamental moral interest in that entity. Next, I argue that, by itself, the claim that some entity E has an informative nature does not justify believing that E has either intrinsic value or instrumental value. Accordingly, I conclude that whatever protection morality provides to our interests in information, such protection does not rise to the level of a right that is either general in the sense that it applies to all information or fundamental in the sense that it is not derived from other more basic rights.
Virtual child pornography and utilitarianism
Authors: Sandin Per
Published: June 2010

The most common argument against child pornography is that children are harmed in the process of producing it. This is the argument from abusive production. However, it does not apply to ‘virtual’ child pornography, i.e. child pornography produced using computer technology without involving real children. Autilitarian who wishes to condemn virtual child pornography cannot appeal to the argument from abusive production. I discuss three possible ways out of this: (1) abandoning the intuition that virtual child pornography is wrong, (2) abandoning utilitarianism, or (3)circumventing the problem. I propose a version of the third way out.
Use and abuse of sticky web sites
Authors: Bhatt Ganesh D.
Published: June 2010

In today’s competitive environments, a growing number of firms are establishing their presence through the Web sites. Based on Steuer’s (1992) and Rheingold’s (1993) arguments on perceptual experience in the virtual space, this paper provides a theoretical framework that highlights the effects of interactivity, immersion, and association for customers. The paper argues that though interactivity, immersion, and association are critical for attracting customers on a Web site, these characteristics may also lead to social, ethical and privacy concerns among customers that many unscrupulous firms tend to exploit for their advantages. Interactivity has been measured through speed, range, and significance of interactivity. Immersion has been measured through breadth and depth of immersion. Association has been categorized into one‐to‐one or many‐to‐many relationships. Four Web sites, amazon.com, eBay.com, schwab.com, and victoriasecret.com, are analyzed with respect to interactivity, immersion, and association. The implications of the use and abuse of interactivity, immersion, and association are discussed.
A case in studying chat rooms: Ethical and methodological concerns and approaches for enhancing positive research outcomes
Authors: Enos Carroll Marnie
Published: June 2010

Increasing the ethicality of a project and the usefulness of the data enhances the probability that social good will result from the research; a combination of ethical and methodological soundness is therefore crucial. From 1999‐2002 I conducted a qualitative study of women’s, men’s, and mixed Internet chat room conversations. In this article, I discuss the particular ethical issues that arose, outlining my ethical decision‐making process within the context of current debates. I also describe the methodological concerns, demonstrating why a synthesized method responsive to the advantages and disadvantages of cyberspace was necessary, and how the data were enhanced by this choice of method and by certain characteristics of cyberspace. In discussing the details of my study, my overall goal is to provide an assessment of the social good of the project with a view to increasing the probability of more ethical and useful Internet‐based research outcomes more generally.
Facilitating online privacy on eCommerce websites: an Australian experience
Authors: Ladson Alicia , Fraunholz Bardo
Published: June 2010

As traditional organizations using their websites for eCommerce transactions are increasing at an exponential rate, privacy concerns of users are also on the rise. To gain an insight into these concerns, existing policies and legislation, we conducted the research reported in this paper, in 2003. To augment the literature synthesis, a multiple case study analysis was conducted, based on six large organisations in Australia. Our research findings suggested that in the Australian context, an online privacy policy (OPP) on the website which complies with the Privacy Act, supported by few best practices are reasonably able to address online privacy concerns. However, these findings are restricted in time frame, indicative and relevant in the Australian context. Nevertheless, we hope to stimulate academic research enquiry and discussion forums through this research.
Ethical standards for online advice giving: an overview of the issues for business and financial advisers
Authors: Yamamura Jeanne H. , Grupe Fritz H.
Published: June 2010

For the business community, the Internet is a new frontier, offering unparalleled opportunities for expansion and growth. Businesses can and do offer their services throughout the world, with the range of services multiplying daily. This paper discusses ethical issues related to the online provision of business and financial information and advice, reviews problems encountered and ethical issues raised, and proposes an ethical code to help address such problems. It begins by identifying differences occurring in an online advice‐giving environment and extending them to identify ethical
issues. Specific problems that have occurred are reviewed and ethical issues are discussed. Finally, existing ethical codes addressing Internet practice are then utilized to identify elements in a proposed set of ethical standards for online business advisors and their professional organizations.
Expert knowledge for non‐experts: Inherent and contextual risks of misinformation
Authors: Vedder Anton
Published: June 2010

One of the most significant aspects of Internet, in comparison with other sources of information, such as libraries, books, journals, television, radio etcetera, is that it makes expert knowledge much more accessible to non‐experts than the other traditional sources. This phenomenon has often been applauded for its democratizing effects. Unfortunately, there is also a disadvantage. Expert information that was originally intended for a specific group of people ‐ and not in any way processed or adapted to make it fit for a broader audience ‐ can easily be misunderstood and misinterpreted
by non‐experts and, when used as a basis for decisions, lead to unhappy consequences. Can these risks be diminished without limiting the informational freedoms of the information providers and without imposing paternalistic measures regarding the receivers of the information?