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Business communication --- Intercultural communication --- Business Communication

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This edited collection investigates the linguistics of globalisation, geopolitics and gender in workplace cultures in a range of different contemporary international settings. The chapters examine how issues of globalisation, gender and geopolitics affect professionals in different workplace contexts, including domestic workers; IT professionals; teachers, university staff; engineers; entrepreneurs; CEOs of different corporates including locally based businesses as well as multinationals; farmers; co-operative leaders; NGO leaders; bloggers; healthcare assistants and caregivers. Taking different sociolinguistic approaches to exploring language and the geopolitics of gender at work in Dubai, Kuwait, Kenya, Uganda, Morocco, Nigeria, Malaysia, Turkey, Belgium, Switzerland, New Zealand, Uganda, the UK and the USA, each chapter focuses on a range of salient geopolitical issues which often have global applicability, but which may also be subject to more localised socio-cultural variation. The chapters critically discuss issues of gendered language, perceptions and representations of workplace cultures, discrimination, the role of gendered stereotyping and deeply ingrained socio-cultural myths about gender and the importance of examining the intersections of identity - all of which continue to persist as barriers to equality and inclusion in workplaces worldwide. Despite the variation and diversity in professions and geopolitical contexts captured across the chapters, remarkably similar issues of gender discrimination and persisting inequalities are identified and critically discussed, thus pointing to the global nature of these issues".

Intersectionality (Sociology) --- Business communication. --- Globalization. --- Geopolitics.

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It is argued in most academic literature that Business Model (BM) is a general model for how any business runs or should be run, it is the "blueprint of the business". Conversely we argue that no business has just one BM, one model on which it runs all its business or intends to run its business. In other words the BM can be used for "as-is" and the "to-be" businesses. However our research, in contrast to the other BM frameworks, indicates that businesses have more BMs - both "as-is" and "to-be" BMs - the multi business model approach. This was already theoretically indicated by Markides and Charitou in 2004, and again in the Casadesus-Masanell and Ricart model of 2010, but sadly no one in the BM community has followed up on this since then. It could have made a breakthrough in our understanding of BMs, Business Model Innovation (BMI) and Strategic BMI. The Multi Business Model Innovation Approach addresses the concerns in the BM community and in BMI practice to just focus on the ideation and conceptualization of BMs. "BM canvassing", innovating BM building blocks or BM dimensions when carrying out BMI, so-called "blind business model innovation", is not sufficient to run and understand a business today. BMs and BMI must address all the different levels in a business. All BMs are objects to BMI and should be used to maximize the performance and sustainability of the business. The core business and all levels BMs, such as BM dimension components, BM dimensions, BM portfolio, and Business Model Ecosystem (BMES), should all be considered for BMI. The book addresses and documents a gap in BM research and the BM community - but also proposes a generic definition and language of a BM and BMI layers. The significance and importance of this work is related to significant and unexplored possibilities that BMI offers today, and can offer tomorrow. When we thoroughly understand all levels, dimensions and components of the business and its business models, and we are able to communicate, work and innovate with business models at all levels together, then a next step in BM and BMI research and practice can be taken. It is proposed that any BMs are related to seven dimensions- value proposition, user and/or customer, value chain functions (internal), competence, network, relations and value formulae. It is further proposed that seven different levels of a BMI from the most detailed level - the BM dimension component - to the BM dimension, BM, BM portfolio, business, and the vertical and horizontal business model ecosystem layer - and these can be objects to BMI. Conceptually, the Business Model Cube was formed using the seven dimensions which could be used both in a 2D and a 3D version.

Innovative technology --- Economic aspects. --- Business communication and presentation --- Entrepreneurship

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Over the last twenty years, advanced communication technologies have become pervasive throughout Western society. These technologies have not only revolutionized the delivery of public and private services, they have shaped consumers’ expectations about service quality. This guide (written for managers who have an interest in expanding their approach to public engagement, rather than IT professionals) assesses the value that new communications and computing technology can bring to interactions with a range of potential stakeholders. An engaging, provocative and thorough survey of available technologies and potential applications, this is a ‘must read’ for policy and program practitioners who are considering options for electronic engagement.

Business communication. --- Digital communications. --- Web sites --- Information resource management. --- Design.

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Wireless communication systems --- Business communication --- Small business --- Agriculture --- Economic aspects --- Government policy --- Technological innovations --- Communication systems