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PurposeTo consider the extent to which regimes of performance measurement in the public sector are fit for purpose, and the likely outcomes for public services and public sector workers of such performance measurement systems.Design/methodology/approachThe article considers four key issues: the context and content of performance measurement in the public sector, the specific examples of health care and higher education, the limitations of performance measurement systems, and the likely outcomes of performance measurement systems.FindingsCurrent systems of performance measurement in the public sector are unlikely to have a significant influence on improving services. The most likely outcomes of these systems is further commodification of services and deprofessionalisation of public sector workers.Originality/valueThe article builds on established literature and offers a systematic metaphor‐driven critique of performance management in the public sector, and discusses the implications of this.

Covers -- Editorial advisory board -- Guest editorial -- Exploring the drivers of tensions in social innovation management in the context of social entrepreneurial teams -- Dual-goal management in social enterprises: evidence from China -- Inside out, outside in: "supporting members" in multi-stakeholder cooperatives -- Exploring the social innovation process in a large market based social enterprise -- Collective social enterprises for social innovation.

PurposeThe purpose of this paper is to consider the extent to which recent changes in the UK's higher education sector are likely to increase the level of competition and change the behaviour of UK higher education institutions.Design/methodology/approachThe paper draws on a conceptual framework developed to understand competitive conditions and behaviours in order to provide an analytical device to guide the narrative of the paper. The paper draws on a number of national and international sources.FindingsIt is likely that competition between UK higher education institutions will intensify in the future especially in light of the introduction of student tuition fees and this will lead to further changes in behaviour.Originality/valueThe paper offers an original approach and conceptual basis to make a contribution to a growing debate about the future of the UK higher education sector.

PurposeTo consider whether the growth in management and entrepreneurship education is driven by (external) demand or (internal) academic supply.Design/methodology/approachThree key elements of the intellectual context of management and entrepreneurship education are considered: the apparent causal relationship between improved management and economic performance; the privilege afforded to management as an agent of change in the context of globalisation; reforms in the public sector which define problems in terms of management rather than resources.FindingsThere is a lack of clarity as to whether the purpose of entrepreneurship education is about promoting higher levels of activity or better recognising entrepreneurial activity.Originality/valueThe paper offers an alternative perspective on entrepreneurship education through an examination of its purpose rather than its form and content.

The UK has often looked abroad in search of a successful approach to managing the economy, e.g. lessons were taken up in the 1960s from French planning, from worker participation in Germany in the 1970s, from monetarism in the USA in the 1980s and, in the 1990s, from Japan and South East Asia, until the current crisis. Shows how economic policies from outside the UK have influenced the UK economy. Also questions whether now, in the late 1990s, there has been a change in direction and a situation has been reached whereby other countries in Europe and beyond are actually looking towards the UK for guidance in the field of economic policy making. Much was made of the benefits of UK economic policy making during the recent Blair Government's presidency of the EU. Moreover, it needs to be questioned whether individual governments will, in future, have much influence on economic policy making, with the creation of a single currency. Draws upon evidence from countries including Spain, France and Germany and considers various theoretical explanations concerning globalisation and European integration; also questions whether the UK economic model will continue to prosper or whether, like its fashion equivalent, it comes and goes. The current weaknesses are considered.

The current obsession with globalization and technological change has given rise to a new school of management, the revolutionary school. This school uses language appropriated from the political concept of revolution and argues that the key role of management is the transformation of their organizations. The article considers the extent to which the European business environment has been transformed and the extent to which transformation is possible under difficult market conditions such as those faced by the European car industry. The article concludes that under the structural conditions of saturation and slow or cyclical growth, organizational transformation is unlikely to be successful.

In celebration of the 25th anniversary of the "Report on Our Common Future" - the most important point in turning the world towards a more sustainable future, the 7th SDEWES Conference was aimed at looking into sustainable development WHATs, HOWs and WHOs of energy, water and environment systems and providing responsive scientific support to the emerging international, European, regional and national challenges. Being held in Ohrid, the pearl of Macedonia and another UNESCO world heritage site, this was the first in the series of SDEWES conferences organized outside Dubrovnik, and served as a

Business intelligence (BI) is considered as the process of turning data into information and then into knowledge allowing decision makers to tune their actions according to the company strategy (Golfarelli, Rizzi, and Cella, 2004). BI is also one of the techniques to improve qualitative and quantitative value of the knowledge available to decision makers (Cody, Kreulen, Krishna, and Spangler, 2002). Hence, BI can contribute to decision making (Ishikawa and Nakagawa, 2013). The process involves the application of research methods, models, and approaches to various domain problems. The field of