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Mark Anthony CAMILLERI is an Associate Professor in the Department of Corporate Communication at the University of Malta. He holds a Ph.D. (in Management) from the University of Edinburgh, UK, an MBA from the University of Leicester, UK, and an M.Sc. (in Education) from the University of Portsmouth (UK). UK. Prof. Camilleri is a scientific expert in research for the Ministero dell' Istruzione, dell' Universita e della Ricerca (in Italy). He is a reviewer for the Austrian Science Fund (FWF), for the National Science Centre (NCN) in Poland, and for the Swedish Research Council for Sustainable Development (FORMAS). He has been recognised as an "excellent reviewer" as well as a "top peer reviewer" by Publons and Web of Science. You can reach him via Twitter, Linkedin and ResearchGate. To date, he has published more than 100 contributions in high-impact, peer-reviewed journals, chapters and conferences. He authored and edited 8 books for Emerald, IGI Global, LAP and Springer.
During the outbreak of the Coronavirus (COVID-19) pandemic, higher education institutions (HEIs) have shifted from traditional and blended learning approaches to a fully virtual course delivery. This research investigates the students’ perceptions on remote learning through asynchronous learning management systems (LMS) and via synchronous video conferencing technologies like Google Meet, Microsoft Teams or Zoom, among others. The data was gathered from a sample of 501 higher education students in a Southern European context. A survey questionnaire included measures that investigated the participants’ acceptance of interactive technology to better understand their utilitarian motivations to use them. The findings suggest that the research participants accessed asynchronous content and interacted with online users, including with their course instructor, in real time. While there are a number of theoretical or opinion papers on the impact of COVID-19 on higher education services, currently, there are still a few empirical papers that shed light on the factors that are having an effect on the students’ attitudes and intentions to utilize remote learning technologies. This contribution underlines the importance of maintaining ongoing, interactive engagement with students, and of providing them with appropriate facilitating conditions, to continue improving their learning journey.
Mark Anthony Camilleri; Adriana Caterina Camilleri. The Acceptance of Learning Management Systems and Video Conferencing Technologies: Lessons Learned from COVID-19. Technology, Knowledge and Learning 2021, 1 -23.
AMA StyleMark Anthony Camilleri, Adriana Caterina Camilleri. The Acceptance of Learning Management Systems and Video Conferencing Technologies: Lessons Learned from COVID-19. Technology, Knowledge and Learning. 2021; ():1-23.
Chicago/Turabian StyleMark Anthony Camilleri; Adriana Caterina Camilleri. 2021. "The Acceptance of Learning Management Systems and Video Conferencing Technologies: Lessons Learned from COVID-19." Technology, Knowledge and Learning , no. : 1-23.
Purpose This research identifies the critical factors of online service delivery of electronic commerce (e-commerce) websites, including website attractiveness, website functionality, website security and consumer fulfillment during an unprecedented Coronavirus (COVID-19) pandemic. Design/methodology/approach A structured questionnaire was used to gather data from 430 online respondents who were members of popular social media groups. The survey instrument relied on valid and reliable measures relating to electronic service quality (e-SERVQUAL) to better understand the participants’ satisfaction with shopping websites, as well as their loyal behaviors and word-of-mouth activities. Findings The findings reported that consumers valued the e-commerce websites’ features and their consumer order fulfillment capabilities. These factors increase the consumers’ satisfaction with online shopping experiences, generate repeat business, as well as positive reviews on social media. Research limitations/implications This study addresses a knowledge gap in academia. To date, little research has focused on the consumer order fulfillment aspect of e-commerce transactions and on after-sales of online businesses. Originality/value This contribution posits that e-commerce websites ought to be appealing, functional and offer secure transactions. More importantly, it suggests that merchants should consistently deliver personalized service in all stages of an online purchase, including after the delivery of the ordered products.
Mark Anthony Camilleri. E-commerce websites, consumer order fulfillment and after-sales service satisfaction: the customer is always right, even after the shopping cart check-out. Journal of Strategy and Management 2021, ahead-of-p, 1 .
AMA StyleMark Anthony Camilleri. E-commerce websites, consumer order fulfillment and after-sales service satisfaction: the customer is always right, even after the shopping cart check-out. Journal of Strategy and Management. 2021; ahead-of-p (ahead-of-p):1.
Chicago/Turabian StyleMark Anthony Camilleri. 2021. "E-commerce websites, consumer order fulfillment and after-sales service satisfaction: the customer is always right, even after the shopping cart check-out." Journal of Strategy and Management ahead-of-p, no. ahead-of-p: 1.
Mark Anthony Camilleri; Benedict Sheehy. Corporate Citizenship. Encyclopedia of Sustainable Management 2021, 1 -3.
AMA StyleMark Anthony Camilleri, Benedict Sheehy. Corporate Citizenship. Encyclopedia of Sustainable Management. 2021; ():1-3.
Chicago/Turabian StyleMark Anthony Camilleri; Benedict Sheehy. 2021. "Corporate Citizenship." Encyclopedia of Sustainable Management , no. : 1-3.
Purpose This study aims to present a systematic review on service quality in higher education. It discusses about the latest opportunities and challenges facing higher educational institutions (HEIs) following the outbreak of the coronavirus (COVID-19) pandemic. Design/methodology/approach The study relied on the grounded theory’s inductive reasoning to capture, analyze and synthesize the findings from academic and non-academic sources. The methodology involved a systematic review from Scopus-indexed journals, from intergovernmental and non-governmental policy documents, as well as from university ranking sites and league tables. Findings The comprehensive review suggests that HEIs can use different performance indicators and metrics to evaluate their service quality in terms of their resources, student-centered education, high-impact research and stakeholder engagement. Moreover, this paper sheds light about the impact of an unprecedented COVID-19 on higher education services. Practical implications During the first wave of COVID-19, the delivery of higher educational services migrated from traditional and blended learning approaches to fully virtual and remote course delivery. In the second wave, policy makers imposed a number of preventative measures, including social distancing and hygienic practices, among others, on HEIs. Originality/value This timely contribution has synthesized the findings on service quality and performance management in the higher education context. Furthermore, it investigated the effect of COVID-19 on higher education services. It deliberates on the challenges and responses in the short/medium term and provides a discussion on the way forward. In conclusion, it implies that HEI leaders ought to embrace online teaching models and virtual systems, as they are here to stay in a post-COVID-19 era.
Mark Anthony Camilleri. Evaluating service quality and performance of higher education institutions: a systematic review and a post-COVID-19 outlook. International Journal of Quality and Service Sciences 2021, 13, 268 -281.
AMA StyleMark Anthony Camilleri. Evaluating service quality and performance of higher education institutions: a systematic review and a post-COVID-19 outlook. International Journal of Quality and Service Sciences. 2021; 13 (2):268-281.
Chicago/Turabian StyleMark Anthony Camilleri. 2021. "Evaluating service quality and performance of higher education institutions: a systematic review and a post-COVID-19 outlook." International Journal of Quality and Service Sciences 13, no. 2: 268-281.
The unprecedented outbreak of the Coronavirus (COVID-19) pandemic had a devastating effect on the global economy. Many businesses experienced a significant decline in their business activities. As a result, their employees were concerned on their job security and long-term employment prospects. This research explores the service employees’ motivations in their workplace environment and sheds light on their perceptions about their employers’ corporate social responsibility (CSR). The methodology integrated key measures from the self-determination theory (SDT), CSR, job security and organizational performance. A structural equations modelling (SEM-PLS3) approach was used to analyze the proposed research model. The findings confirmed that the employees’ intrinsic motivations were significantly predicting their organizational performance. Their identified motivations, job security as well as their employers’ social responsibility were significant antecedents of their intrinsic motivations. Moreover, there were significant indirect effects that predicted the employees’ productivity in their workplace during COVID-19.
Mark Camilleri. The Employees’ State of Mind during COVID-19: A Self-Determination Theory Perspective. Sustainability 2021, 13, 3634 .
AMA StyleMark Camilleri. The Employees’ State of Mind during COVID-19: A Self-Determination Theory Perspective. Sustainability. 2021; 13 (7):3634.
Chicago/Turabian StyleMark Camilleri. 2021. "The Employees’ State of Mind during COVID-19: A Self-Determination Theory Perspective." Sustainability 13, no. 7: 3634.
The European Union (EU) institutions are increasingly raising awareness on the circular economy (CE) agenda. They are encouraging marketplace stakeholders to engage in sustainable production and consumption behaviours by urging them to reduce, reuse, restore, refurbish, remanufacture, and recycle resources in all stages of their value chain. Therefore, this chapter presents a cost-benefit analysis of the circular economy strategy. Afterwards it features a critical review of some of the latest European regulatory guidelines, instruments and principles appertaining to the CE agenda. It sheds light on EU’s (2020) new circular economy plan for a cleaner and more competitive Europe. Therefore, this research examines the EU’s key propositions on the value chains of different products. The findings suggest that the circular economy’s sustainable development model and its regenerative systems are increasingly minimising industrial waste, emissions, and energy leakages through the creation of long-lasting designs that can improve resource efficiencies. This contribution implies that successful CE practices are sustainable in the long run as they will ultimately add value to the business as well as to our natural environment. In conclusion, the researcher puts forward his recommendations to policy makers and practitioners.
Mark Anthony Camilleri. A Circular Economy Strategy for Sustainable Value Chains: A European Perspective. Global Challenges to CSR and Sustainable Development 2021, 141 -161.
AMA StyleMark Anthony Camilleri. A Circular Economy Strategy for Sustainable Value Chains: A European Perspective. Global Challenges to CSR and Sustainable Development. 2021; ():141-161.
Chicago/Turabian StyleMark Anthony Camilleri. 2021. "A Circular Economy Strategy for Sustainable Value Chains: A European Perspective." Global Challenges to CSR and Sustainable Development , no. : 141-161.
This chapter presents a systematic review of over 30 types of online marketing methods. It describes different methods like email marketing, social network marketing, in-game marketing and augmented reality marketing, among other approaches. The researchers discuss that the rationale for using these online marketing strategies is to increase brand awareness, customer-centric marketing and consumer loyalty. They shed light on various personalization methods including recommendation systems and user-generated content in their taxonomy of online marketing terms. Hence, they explain how these online marketing methods are related to each other. The researchers contend that the boundaries between online marketing methods have not been clarified enough within the academic literature. Therefore, this chapter provides a better understanding of different online marketing methods. A review of the literature suggests that the “oldest” online marketing methods including the email and the websites are still very relevant for today’s corporate communication. In conclusion, the researchers put forward their recommendations for future research about contemporary online marketing methods.
Mohammad Hajarian; Mark Camilleri; Paloma Díaz; Ignacio Aedo. A Taxonomy of Online Marketing Methods. Strategic Corporate Communication in the Digital Age 2021, 235 -250.
AMA StyleMohammad Hajarian, Mark Camilleri, Paloma Díaz, Ignacio Aedo. A Taxonomy of Online Marketing Methods. Strategic Corporate Communication in the Digital Age. 2021; ():235-250.
Chicago/Turabian StyleMohammad Hajarian; Mark Camilleri; Paloma Díaz; Ignacio Aedo. 2021. "A Taxonomy of Online Marketing Methods." Strategic Corporate Communication in the Digital Age , no. : 235-250.
Web 2.0 and the social networks have changed how organizations interact with their publics. They enable organizations to engage in symmetric dialogic communications with individuals. Various organizations are increasingly using different social media to enhance their visibility and relationships with their publics. They allow them to disseminate information, to participate, listen and actively engage in online conversations with different stakeholders. Some social networks have become a key instrument for corporate communication. Therefore, this chapter presents a critical review on the organizations’ dialogic communications with the publics via social networks. It puts forward a conceptual framework that comprises five key dimensions including “active presence,” “interactive attitude,” “interactive resources,” “responsiveness” and “conversation.” This contribution examines each dimension and explains their effect on the organizations’ dialogic communication with the publics. Hence, this contribution has resulted in important implications for corporate communication practitioners as well as for academia. Moreover, it opens future research avenues to academia.
Paul Capriotti; Ileana Zeler; Mark Anthony Camilleri. Corporate Communication Through Social Networks: The Identification of the Key Dimensions for Dialogic Communication. Strategic Corporate Communication in the Digital Age 2021, 33 -51.
AMA StylePaul Capriotti, Ileana Zeler, Mark Anthony Camilleri. Corporate Communication Through Social Networks: The Identification of the Key Dimensions for Dialogic Communication. Strategic Corporate Communication in the Digital Age. 2021; ():33-51.
Chicago/Turabian StylePaul Capriotti; Ileana Zeler; Mark Anthony Camilleri. 2021. "Corporate Communication Through Social Networks: The Identification of the Key Dimensions for Dialogic Communication." Strategic Corporate Communication in the Digital Age , no. : 33-51.
The latest advances in digital technologies have changed the way companies communicate with their stakeholders. This chapter explores the businesses’ usage of digital communication channels. It focuses on their utilization of social media for marketing and promotion of products, corporate social responsibility (CSR) practices and stakeholder engagement with financial stakeholders. An exploratory study was carried out on a sample of 167 Italian businesses. It investigated the companies’ websites and their social media accounts. The findings suggest that the Italian businesses are using various social media networks for corporate communication purposes. This descriptive research shows that they are utilizing Facebook, LinkedIn and YouTube, among others, to communicate commercial information and to promote their business. Moreover, they are using Instagram and Twitter to raise awareness about their CSR initiatives. In conclusion, this chapter implies that marketers need to carefully coordinate the use of different digital tools to ensure that they reach their target audiences in an effective manner.
Ciro Troise; Mark Camilleri. The Use of Digital Media for Marketing, CSR Communication and Stakeholder Engagement. Strategic Corporate Communication in the Digital Age 2021, 161 -174.
AMA StyleCiro Troise, Mark Camilleri. The Use of Digital Media for Marketing, CSR Communication and Stakeholder Engagement. Strategic Corporate Communication in the Digital Age. 2021; ():161-174.
Chicago/Turabian StyleCiro Troise; Mark Camilleri. 2021. "The Use of Digital Media for Marketing, CSR Communication and Stakeholder Engagement." Strategic Corporate Communication in the Digital Age , no. : 161-174.
Businesses are increasingly using corporate communication technologies to interact with prospective customers. Therefore, this study explores the corporate executives’ readiness to use interactive media for engagement with online users. The methodology relied on valid and reliable measures to explore the participants’ pace of technological innovation (PTI), perceived usefulness, ease of use and social influences, as these factors can have an effect on their engagement with interactive technologies. The findings supported the scales’ content validity as the structural equation modeling approach has reported a satisfactory fit for this study’s research model. The results indicated that the PTI, perceived usefulness, ease of use of online technologies as well as social influences were significant antecedents for the marketing executives’ engagement with online users through digital media. There were significant influences from the demographic variables, including age, gender and experiences that moderated these relationships. In conclusion, this contribution identifies its limitations and suggests possible research avenues to academia.
Mark Camilleri; Pedro Isaias. The Corporate Communication Executives’ Interactive Engagement Through Digital Media*. Strategic Corporate Communication in the Digital Age 2021, 53 -72.
AMA StyleMark Camilleri, Pedro Isaias. The Corporate Communication Executives’ Interactive Engagement Through Digital Media*. Strategic Corporate Communication in the Digital Age. 2021; ():53-72.
Chicago/Turabian StyleMark Camilleri; Pedro Isaias. 2021. "The Corporate Communication Executives’ Interactive Engagement Through Digital Media*." Strategic Corporate Communication in the Digital Age , no. : 53-72.
There is a relationship between the organizations’ strategic objectives and their corporate communications. The latter is an important feature of organizational performance. Organizational leaders are continuously facing the challenge of communicating their strategic goals to their stakeholders. Very often, they are adopting performance management tools to meet this challenge. Consequently, this chapter explains that the Balanced Scorecard (BSC) can be used to evaluate and measure the firms’ corporate communications and their organizational performance. This tool has been widely recognized by academics and managers as it is capable of aligning organizational strategies (including their missions and visions), strategic indicators (leading and lagging indicators) and stakeholder management. A review of the relevant literature review suggests that many practitioners are becoming strategic in their corporate communications. In this light, this chapter clarifies that the BSC approach can be used to support them in their stakeholder engagement. This contribution is useful for both academics and practitioners as it aligns the corporate communication practices with organizational strategy and performance management in the digital era.
Cidália Oliveira; Adelaide Martins; Mark Camilleri; Shital Jayantilal. Using the Balanced Scorecard for Strategic Communication and Performance Management. Strategic Corporate Communication in the Digital Age 2021, 73 -88.
AMA StyleCidália Oliveira, Adelaide Martins, Mark Camilleri, Shital Jayantilal. Using the Balanced Scorecard for Strategic Communication and Performance Management. Strategic Corporate Communication in the Digital Age. 2021; ():73-88.
Chicago/Turabian StyleCidália Oliveira; Adelaide Martins; Mark Camilleri; Shital Jayantilal. 2021. "Using the Balanced Scorecard for Strategic Communication and Performance Management." Strategic Corporate Communication in the Digital Age , no. : 73-88.
This chapter presents a thorough review on the mobile learning concept. It also explores how businesses are using mobile learning (m-learning) technologies for the training and development of their human resources. The research involved semi-structured interviews and an online survey. The research participants were expected to share their opinions about the costs and benefits of using m-learning applications (apps). The findings reported that the younger course participants were more likely to embrace the m-learning technologies than their older counterparts. They were using different mobile devices, including laptops, hybrids as well as smartphones and tablets to engage with m-learning applications at work, at home and when they are out and about. This contribution has identified the contextual factors like the usefulness and the ease of use of m-learning applications (apps), individual learning styles and their motivations, time, spatial issues, integration with other learning approaches as well as the cost and accessibility of the m-learning technology. In conclusion, this contribution identifies future research avenues relating to the use of m-learning technologies among businesses and training organizations.
Ashley Butler; Mark Camilleri; Andrew Creed; Ambika Zutshi. The Use of Mobile Learning Technologies for Corporate Training and Development: A Contextual Framework. Strategic Corporate Communication in the Digital Age 2021, 115 -130.
AMA StyleAshley Butler, Mark Camilleri, Andrew Creed, Ambika Zutshi. The Use of Mobile Learning Technologies for Corporate Training and Development: A Contextual Framework. Strategic Corporate Communication in the Digital Age. 2021; ():115-130.
Chicago/Turabian StyleAshley Butler; Mark Camilleri; Andrew Creed; Ambika Zutshi. 2021. "The Use of Mobile Learning Technologies for Corporate Training and Development: A Contextual Framework." Strategic Corporate Communication in the Digital Age , no. : 115-130.
Purpose The outbreak of the Coronavirus (COVID-19) pandemic and its preventative social distancing measures have led to a dramatic increase in subscriptions to paid streaming services. Online users are increasingly accessing live broadcasts, as well as recorded video content and digital music services through internet and mobile devices. In this context, this study aims to explore the individuals’ uses and gratifications from online streaming technologies during COVID-19. Design/methodology/approach This research has adapted key measures from the “technology acceptance model” (TAM) and from the “uses and gratifications theory” (UGT) to better understand the individuals’ intentions to use online streaming technologies. A structural equations partial least squares’ confirmatory composite approach was used to analyze the gathered data. Findings The individuals’ perceived usefulness and ease of use of online streaming services were significant antecedents of their intentions to use the mentioned technologies. Moreover, this study suggests that the research participants sought emotional gratifications from online streaming technologies, as they allowed them to distract themselves into a better mood and to relax in their leisure time. Evidently, they were using them to satisfy their needs for information and entertainment. Research limitations/implications This study contributes to the academic literature by generating new knowledge about the individuals’ perceptions, motivations and intentions to use online streaming technologies to watch recorded movies, series and live broadcasts. Practical implications The findings imply that there is scope for the providers of online streaming services to improve their customer-centric marketing by refining the quality and content of their recorded programs and through regular interactions with subscribers and personalized recommender systems. Originality/value This study integrates the TAM and UGT frameworks to better understand the effects of the users’ perceptions, ritualized and instrumental motivations on their intentions to continue watching movies, series and broadcasts through online streaming technologies, during COVID-19.
Mark Anthony Camilleri; Loredana Falzon. Understanding motivations to use online streaming services: integrating the technology acceptance model (TAM) and the uses and gratifications theory (UGT). Spanish Journal of Marketing - ESIC 2020, ahead-of-p, 1 .
AMA StyleMark Anthony Camilleri, Loredana Falzon. Understanding motivations to use online streaming services: integrating the technology acceptance model (TAM) and the uses and gratifications theory (UGT). Spanish Journal of Marketing - ESIC. 2020; ahead-of-p (ahead-of-p):1.
Chicago/Turabian StyleMark Anthony Camilleri; Loredana Falzon. 2020. "Understanding motivations to use online streaming services: integrating the technology acceptance model (TAM) and the uses and gratifications theory (UGT)." Spanish Journal of Marketing - ESIC ahead-of-p, no. ahead-of-p: 1.
This study explores the relationships between the consumer-brand identification (CBI) and the customers’ satisfaction, commitment, trust and loyalty toward hospitality brands. The methodology included a confirmatory factor analysis (CFA) that assessed the reliability and validity of previous tried and tested measures in marketing sciences. A two-step structural equation modelling approach was used to analyse the relationships among the latent and observed constructs. The findings have reported a satisfactory fit for this study’s research model. The empirical results shed light on the direct and indirect effects from the exogenous constructs on brand loyalty. This contribution implies that brand trust had the highest effect on brand loyalty, and this was followed my other determinants, including; consumer-brand identification, consumer satisfaction and commitment. In conclusion, this paper identifies its research limitations and puts forward possible research avenues.
Raouf A. Rather; Mark Anthony Camilleri. The Customers’ Brand Identification with Luxury Hotels: A Social Identity Perspective. Marketing Challenges in a Turbulent Business Environment 2020, 429 -443.
AMA StyleRaouf A. Rather, Mark Anthony Camilleri. The Customers’ Brand Identification with Luxury Hotels: A Social Identity Perspective. Marketing Challenges in a Turbulent Business Environment. 2020; ():429-443.
Chicago/Turabian StyleRaouf A. Rather; Mark Anthony Camilleri. 2020. "The Customers’ Brand Identification with Luxury Hotels: A Social Identity Perspective." Marketing Challenges in a Turbulent Business Environment , no. : 429-443.
Common good; Shared good; Shared value; Thick value Creating Shared Value (CSV) is a concept that brings business and society together so that entrepreneurial activity is profitable and increases the...
Arto O. Salonen; Mark Camilleri. Creating Shared Value. Encyclopedia of Sustainable Management 2020, 1 -3.
AMA StyleArto O. Salonen, Mark Camilleri. Creating Shared Value. Encyclopedia of Sustainable Management. 2020; ():1-3.
Chicago/Turabian StyleArto O. Salonen; Mark Camilleri. 2020. "Creating Shared Value." Encyclopedia of Sustainable Management , no. : 1-3.
European Union (EU) institutions and agencies are increasingly raising awareness on the circular economy agenda. They are encouraging marketplace stakeholders to engage in sustainable production and consumption behaviors by reducing, reusing, restoring, refurbishing, and recycling resources in all stages of their value chain. Therefore, this research evaluates the latest European environmental policies including its “new circular economy plans for a cleaner and more competitive Europe.” Afterwards, it presents a systematic literature review that is focused on the circular economy in the EU context. The findings suggest that there are a number of opportunities as well as challenges for the successful planning, organization, implementation, and measurement of circular economy practices for sustainable supply chains in Europe. This contribution identifies key implications and provides reasonable recommendations to policy makers and industry practitioners.
Mark Anthony Camilleri. European environment policy for the circular economy: Implications for business and industry stakeholders. Sustainable Development 2020, 28, 1804 -1812.
AMA StyleMark Anthony Camilleri. European environment policy for the circular economy: Implications for business and industry stakeholders. Sustainable Development. 2020; 28 (6):1804-1812.
Chicago/Turabian StyleMark Anthony Camilleri. 2020. "European environment policy for the circular economy: Implications for business and industry stakeholders." Sustainable Development 28, no. 6: 1804-1812.
This article presents a critical review of the relevant literature on managerialism and performance management in higher education. Afterwards, it features an inductive research that involved semi-structured interview sessions with academic members of staff. The interpretative study relied on the balanced scorecard’s (BSC) approach as it appraised the participants’ opinions and perceptions on their higher education institution’s (HEI) customer, internal, organizational capacity and financial perspectives. The findings have revealed the strengths and weaknesses of using the BSC’s financial and non-financial measures to assess the institutional performance and the productivity of individual employees. In sum, this research reported that ongoing performance conversations with academic employees will help HEI leaders to identify their institutions’ value-creating activities. This contribution implies that HEI leaders can utilize the BSC’s comprehensive framework as a plausible, performance management tool to regularly evaluate whether their institution is (i) delivering inclusive, student-centred, quality education; (ii) publishing high-impact research; (iii) engaging with internal and external stakeholders; and (iv) improving its financial results, among other positive outcomes.
Mark Anthony Camilleri. Using the balanced scorecard as a performance management tool in higher education. Management in Education 2020, 35, 10 -21.
AMA StyleMark Anthony Camilleri. Using the balanced scorecard as a performance management tool in higher education. Management in Education. 2020; 35 (1):10-21.
Chicago/Turabian StyleMark Anthony Camilleri. 2020. "Using the balanced scorecard as a performance management tool in higher education." Management in Education 35, no. 1: 10-21.
Purpose This study aims to explain how socially responsible investing (SRI) has evolved in the past few decades and sheds light on its latest developments. It describes different forms of SRI in the financial markets, and deliberates on the rationale for the utilization of positive and negative screenings of listed businesses and public organizations. Design/methodology/approach A comprehensive literature review suggests that the providers of financial capital are increasingly allocating funds toward positive impact and sustainable investments. Therefore, this descriptive paper provides a factual summary of the proliferation of SRI products in financial markets. Afterwards, it presents the opportunities and challenges facing the stakeholders of SRI. Findings This research presents a historic overview on the growth of SRI products in the financial services industry. It clarifies that the market for responsible investing has recently led to an increase in a number of stakeholders, including contractors, non-governmental organizations and research firms who are involved in the scrutinization of the businesses’ environmental, social and governance (ESG) behaviors. Originality/value This discursive contribution raises awareness on the screenings of positive impact and sustainable investments. The researcher contends that today’s socially responsible investors are increasingly analyzing the businesses’ non-financial performance, including their ESG credentials. In conclusion, this paper puts forward future research avenues in this promising field of study.
Mark Camilleri. The market for socially responsible investing: a review of the developments. Social Responsibility Journal 2020, 17, 412 -428.
AMA StyleMark Camilleri. The market for socially responsible investing: a review of the developments. Social Responsibility Journal. 2020; 17 (3):412-428.
Chicago/Turabian StyleMark Camilleri. 2020. "The market for socially responsible investing: a review of the developments." Social Responsibility Journal 17, no. 3: 412-428.
Mark Anthony Camilleri. Strategic corporate social responsibility in tourism and hospitality. Sustainable Development 2020, 28, 504 -506.
AMA StyleMark Anthony Camilleri. Strategic corporate social responsibility in tourism and hospitality. Sustainable Development. 2020; 28 (3):504-506.
Chicago/Turabian StyleMark Anthony Camilleri. 2020. "Strategic corporate social responsibility in tourism and hospitality." Sustainable Development 28, no. 3: 504-506.
This chapter examines the global marketing environment of today’s higher education institutions (HEIs). (Semi) Autonomous HEIs and business schools are increasingly behaving like for-profit organisations as they seek new opportunities and resources to prioritise revenue creation. Therefore, they are diversifying the portfolio of their student populations by recruiting domestic and international students. In this light, this contribution deliberates on contemporary integrated marketing communications that are intended to support HEIs to promote their quality, student-centred education as well as their high-impact and meaningful research in global markets. Moreover, it reports on how HEIs’ marketing endeavours will be able to forge fruitful and collaborative relationships with industry stakeholders; foster student mobility and engagement in exchange programmes, as they can create partnership agreements with other institutions, among other strategic avenues. These issues imply that tomorrow’s educational institutions will have to keep investing in adequate resources, competences, and capabilities to leverage themselves amid intensifying competition in challenging socioeconomic environments.
Mark Camilleri. Higher education marketing communications in the digital era. Strategic Marketing of Higher Education in Africa 2020, 77 -95.
AMA StyleMark Camilleri. Higher education marketing communications in the digital era. Strategic Marketing of Higher Education in Africa. 2020; ():77-95.
Chicago/Turabian StyleMark Camilleri. 2020. "Higher education marketing communications in the digital era." Strategic Marketing of Higher Education in Africa , no. : 77-95.