An initial examination of free and proprietary software-selection in organizations

This article presents the findings of a study concerning organisational software-selection in the context of proprietary and 'Free Software'. Proprietary software with its inherent benefits and drawbacks remains dominant over Free Software in many business contexts. In contrast, the arrival of disruptive approaches to applying technology, such as cloud-computing, almost certainly mandates a heterogeneous software environment. However, this paper abstracts to the organisational context, as opposed to solely concentrating on the technical aspects, so that broader issues surrounding both proprietary software and Free Software adoption are brought into focus and may provide academics and practitioners with insight into what many would consider an information technology-centric matter. Contemporary multi-disciplinary literature addressing the areas of software-selection methodology, architectures for service delivery, and software types, are combined with recent findings from primary research in order to draw initial conclusions on the current state of software-selection in organisations

Social capital accounting: The social capital protocol and the United Nation’s Sustainable Development Goals

Sustainability accounting has become a mainstream practice for a large majority of S&P500 companies, and this reflects global society’s increasing interest and concern around sustainability issues. In particular, the United Nations published its “Transforming Our World: The 2030 Agenda for Sustainable Development,” and 193 countries signed up to achieving the 17 Sustainable Development Goals (SDGs) and 169 associated targets. The UN also called upon companies to help this process across their supply chains and developed a natural capital protocol for assessing and valuing environmental areas and a social capital protocol (SCP) for assessing and valuing human and societal capital such as skills, knowledge, wellbeing, shared values, and institutions. This chapter systematically investigates each of the 12 steps of the social capital protocol and identifies a range of benefits and substantial challenges which companies will face if they wish to account for their social impact across the supply chain