A Framework to Capture and Share Knowledge Using Storytelling and Video Sharing in Global Product Development

In global engineering enterprises, information and knowledge sharing are critical factors that can determine a project’s success. This statement is widely acknowledged in published literature. However, according to some academics, tacit knowledge is derived from a person’s lifetime of experience, practice, perception and learning, which makes it hard to capture and document in order to be shared. This project investigates if social media tools can be used to improve and enable tacit knowledge sharing within a global engineering enterprise. This paper first provides a brief background of the subject area, followed by an explanation of the industrial investigation, from which the proposed knowledge framework to improve tacit knowledge sharing is presented. This project’s main focus is on the improvement of collaboration and knowledge sharing amongst product development engineers in order to improve the whole product development cycle.

Sharing in the Rain: Secure and Efficient Data Sharing for the Cloud

Cloud storage has rapidly become a cornerstone of many businesses and has moved from an early adopters stage to an early majority, where we typically see explosive deployments. As companies rush to join the cloud revolution, it has become vital to create the necessary tools that will effectively protect users' data from unauthorized access. Nevertheless, sharing data between multiple users' under the same domain in a secure and efficient way is not trivial. In this paper, we propose Sharing in the Rain – a protocol that allows cloud users' to securely share their data based on predefined policies. The proposed protocol is based on Attribute-Based Encryption (ABE) and allows users' to encrypt data based on certain policies and attributes. Moreover, we use a Key-Policy Attribute-Based technique through which access revocation is optimized. More precisely, we show how to securely and efficiently remove access to a file, for a certain user that is misbehaving or is no longer part of a user group, without having to decrypt and re-encrypt the original data with a new key or a new policy.

Diversity and Inclusion As the Key to Innovating Talent Management in Law Firms?

In this chapter we argue that there is a need to reconceptualise what we mean by talent in the legal profession beyond a view that the most valuable people are those who have the highest fee-earning potential or the best CV packed with excellent grades and exceptional experiences and extra curricula achievements. And further we need a more sophisticated understanding of how organisational decision-making may be structured to provide developmental opportunities to allow talent to be nurtured and to flourish on individual and team levels. In turn, we suggest that planning, management and accountability cycles within legal entities need to be strengthened so as to ensure creativity and success in a context in which it is possible to deliver on the promise of fair access and promotion. Consequently, this chapter explores the diversity problem within the legal profession(s), further it interrogates what is “talent”, and how and why we should seek to manage and develop it. It then evaluates how talent diversity has been managed in the legal professional context, examined through what we have categorised as three waves of diversity strategies. We interrogate why diversity initiatives have not been more successful given the efforts placed on them by professional bodies and firms themselves. We posit that by using diversity as a case study in talent management legal entities may develop a more effective approach to talent management generally within law firms that will be of benefit to all lawyers and support professionals rather than just those who are from traditionally low participation groups.