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Discusses the limitations of cash as a means of exchange and looks to the digital networks of the future to exploit the new technologies of e‐cash. Highlights the convenience and increasingly widespread use of digital money in business‐to‐consumer and business‐to‐business transactions. The emzergence of common standards and pilot projects on a variety of Internet‐based payment mechanisms by companies such as IBM, Digital, Barclays and Unisource is considered. Looks at the social issues surrounding digital money and the impact of lowering the entry costs in the money business. Options for domain regulation of fiat and private currencies are discussed, concluding that the central issue rests on whether government or the market controls the issuing of e‐cash.

The relationship of the suburbs to each other and to the central city is changing. Initially sub-urban in an urban hierarchy, suburbs are gradually gaining full urban status as nodes in a series of networks. In the process, they are inheriting many of the functions and problems previously reserved for the central city. One major result will be an in creasing tension between the "old-timers" and the "new- comers." In a hierarchical, fractionated region, old-timers have always constituted a majority and have thereby resisted change. As the urban hierarchy breaks down, it may be more difficult for the parts to maintain differences, and it may seem more logical to balance what is good for people against what is good for places.

THE RELATIONSHIP OF THE SUBURBS TO EACH OTHER & TO THE CENTRAL CITY IS CHANGING. INITIALLY SUBURBAN IN AN UR HIERARCHY, SUBURBS ARE GRADUALLY GAINING FULL UR STATUS AS NODES IN A SERIES OF NETWORKS. IN THE PROCESS, THEY ARE INHERITING MANY OF THE FUNCTIONS & PROBLEMS PREVIOUSLY RESERVED FOR THE CENTRAL CITY. ONE MAJOR RESULT WILL BE AN INCREASING TENSION BETWEEN THE 'OLD-TIMERS' & THE 'NEW-COMERS'. IN A HIERARCHIACAL, FRACTIONATED REGION, OLD-TIMERS HAVE ALWAYS CONSTITUTED A MAJORITY & HAVE THEREBY RESISTED CHANGE. AS THE UR HIERARCHY BREAKS DOWN, IT MAY BE MORE DIFFICULT FOR THE PARTS TO MAINTAIN DIFFERENCES, & IT MAY SEEM MORE LOGICAL TO BALANCE WHAT IS GOOD FOR PEOPLE AGAINST WHAT IS GOOD FOR PLACES. 4 TABLES, 1 FIGURE. MODIFIED HA.

PurposeThis paper aims to reflect briefly on some of the major principles that have emerged from the developing policies, practices and debates about corporate citizenship in the last ten years or so.Design/methodology/approachConsiderable scholarly work has been conducted on corporate citizenship in the past, and will continue to be done in the future. This paper is deliberately written for a non‐scholarly audience.FindingsTen principles are outlined, all of them focusing on developing a cultural aspect of corporate citizenship as good business.Originality/valueThe basic premise of this paper is that significant cultural change, through corporate citizenship will only take place by business implementing policies, and practices based on the sort of sound (but basic) principles presented here. These ten principles, in this format, are original to this paper.