Using social software to support the teaching of IT professional practice

Social software has been used to support problem-based learning activities in a wholly online information technology (IT) professional practice course at Deakin University since 2006. When the course was first delivered, the authentic learning environment was a website, with an intranet and team forums created in Drupal, the open source content management system (CMS). Although this environment was suitable, feedback from students and teaching staff highlighted areas where improvements could be made. In the second year of the course, Joomla!, the open source CMS, in combination with Simple Machines Forum (SMF), the open source online discussion community software, was used to provide the website, as well as the intranet and team forums respectively. Feedback in 2007 was more positive, suggesting that the Joomla!-SMF social software combination and the features implemented, improved the learning and teaching experience in comparison to the 2006 version of the course.

A complex connection : community newspapers and tiers of social capital

At a time when newspaper circulations across the globe are plummeting, there is increasing interest in the concept of `local over global' and research linking small newspapers with the `strength of community'. There has been a myriad of definitions on social capital including Coleman, Bourdieu and Putnam which focus on the value of the strength of relationships formed by individuals and groups within communities. While newspaper circulation has been linked to community social capital, little attention has been paid to the way social capital works within the news organisation from those who produce news and information to those who read it. Given the complexity and multiplicity of the sociology of news production, this paper examines the role of organisational social capital in this process and argues Ronald Burt's theory of 'structural holes' (1997) may be an appropriate theoretical lens through which to consider this.

Share corporate social responsibility best practice and forgo competitive advantage

Cross-sector partnerships are capable of achieving solutions to large scale societal problems, which when successful, are well-publicized. Partnering organizations not only reap reputational acclaim but garner valuable organizational benefits. Membership within successful partnerships would undoubtedly be considered a competitive advantage, yet several of these successful relationships have chosen to forgo this valuable position. Instead of retaining intellectual property, partnering organizations are sharing successful processes and practices with peers and competitors. This research examined three examples of best practice cross-sector partnerships to identify relationship success factors, how they involved other organizations and why they shared successful social responsibility initiatives with others.