IJPM Editorial
Volume 20, Issue 3 – September 2025
1.Revitalising Competitiveness: How Digital Technologies and Data Management Drive Business Renewal?
- Fernando Kevin Vince
Competitive edge comes from spotting the next opportunity and equipping the business to make good use of it. Today, this means being thoroughly digital. Digital technology now permeates processes, from ordering raw materials to delivering the finished product. Data can be analysed in a flash, making it easier to see where change could be beneficial. Artificial intelligence (AI) has multiplied possibilities, many of which are yet to be seen. Already, for example, in health care AI diagnostics can analyse medical images at high speed. To take full advantage of all on offer, leaders need a holistic view of what emerging technology can do already and what it may do in the future. Clearly, there will be massive change, and there needs to be constant thinking forward, and “reimagining how value is created, delivered, captured and defended”.
2. Achievement Measurement of Attitude towards Biology Through Blended Learning: A Literature Review
-Sonia Sharma
Until technology became ubiquitous teaching had to be either face-to-face or distance learning with previously prepared written material. There are still advantages of face-to-face in building the student-pupil relationships and opportunities to ask specific questions and get an immediate answer. No learning technique is perfect for everyone in every situation, but blending tradition with innovations from technology increases possibilities. Students can study at their own convenience and at their own pace. This can help the student to engage, without either having to slow down for others, or wait for others to catch up. Many more students can be on the same course and all this is in addition to face-to-face (which can also happen thousands of miles apart), drawing advantages from all the possibilities. This paper reviews literature on studies of blended learning in practice. The results are encouraging
3. Management Without Profit
- Heather Bailey
Profit is generally key for businesses. This mostly means earning more money than it costs to run in order to pay salaries and dividends. For charities, the goal is to raise funds for a particular cause. Any excess is ploughed back in to help the cause. u3a, an organisation that creates activities for pensioners, has a different management model. Members create groups that occupy them in pursuing their interests, whatever those interests may be. Costs are divided between those taking part, with no addition for profit. The activities may be free, such as meeting in one of their homes to discuss, for example, history. They may be expensive, for example, one group went gliding and they paid £50 each. Whatever the cost, it runs without profit. Admin concerns are kept to the minimum necessary to keep everything running smoothly. It is an excellent example of how grassroots can create massive organisations without individuals being overloaded with work.
4. Rethinking Budgeting: Overcoming Inefficiencies and Enhancing Performance through Interdisciplinary Insights
- Gianfranco Marotta
Budgeting must have started with the advent of money. People had to compare the expense of their wants with the amount of money they had. Official budgeting started surprisingly late. In England, the first government budget was presented in 1760, and annually since. It took till the 1920s for industrial to use budgets to help manage their costs. In the 1960s, budgets became part of performance contracts. Now, budgeting can be considered as a cornerstone of management control. More than keeping spending within limits, it works to guarantee resources are distributed in a way that allows multiple goals to be achieved, taking into account the need to prioritise to enable equitable, not necessarily equal, resources. To succeed int his, there needs to be a system of planning based on past success and intentions for the future, aiming for sustainable success rather than aiming too high too soon.
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Editor's Message
- The International Professional Managers Review has been created to provide academics and practitioners a platform and a Journal for their exploration of new ideas, concepts, techniques and practice.
Our Journal aims to provide steady information about the latest theories and practices, right across the world. Recent issues have ranged from individual employability to global operations strategy, and having contributors from four continents.
Our aim is to achieve a high quality of contribution in the areas of management and business. However, we cannot be complacent. The world is changing, and there is always a need to assess and reassess, to try out new ideas, to discuss the results, and then assess again. For this we need to hear from people who are active in professional management, and in research. Theory and practice are interconnected, and we want to join up the gaps.
We are aiming for a mix of approach, including, interviews, case studies, research with conclusions, exploratory ideas, and student papers. Sometimes we will have a special edition, where different authors explore the same topic from different angles, testing different theories, views from different countries, and so on. This should lead to in-depth discussion, more thought, more research, more articles, and further advance in theory and practice.
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- The International Professional Managers Review has been created to provide academics and practitioners a platform and a Journal for their exploration of new ideas, concepts, techniques and practice.