Student Journalism 2.0 : Testing Models for Participatory Learning in the Digital Age

Many educators and educational institutions have yet to integrate web-based practices into their classrooms and curricula. As a result, it can be difficult to prototype and evaluate approaches to transforming classrooms from static endpoints to dynamic, content-creating nodes in the online information ecosystem. But many scholastic journalism programs have already embraced the capabilities of the Internet for virtual collaboration, dissemination, and reader participation. Because of this, scholastic journalism can act as a test-bed for integrating web-based sharing and collaboration practices into classrooms. Student Journalism 2.0 was a research project to integrate open copyright licenses into two scholastic journalism programs, to document outcomes, and to identify recommendations and remaining challenges for similar integrations. Video and audio recordings of two participating high school journalism programs informed the research. In describing the steps of our integration process, we note some important legal, technical, and social challenges. Legal worries such as uncertainty over copyright ownership could lead districts and administrators to disallow open licensing of student work. Publication platforms among journalism classrooms are far from standardized, making any integration of new technologies and practices difficult to achieve at scale. And teachers and students face challenges re-conceptualizing the role their class work can play online.

The personal research portal : web 2.0 driven individual commitment with open access for development

Peer-reviewed

La política a la web 2.0 i el cas de Balears

Peer-reviewed

MONALISA 2.0 and the sea traffic management - a concept creating the need for new maritime information standards and software solutions

Postprint (published version)

Cyberprogram 2.0: Programa de intervención para prevenir y reducir el ciberbullying. Garaigordobil, M.; Martínez-Valderrey, V. Madrid. Pirámide, 2014.

El bullying, lamentablemente, no es un tema nuevo en el ámbito educativo. Sin embargo, con la introducción de las nuevas tecnologías en nuestras vidas, una nueva forma de acoso ha cobrado protagonismo más allá de las aulas: el ciberbullying.

Role of culture in knowledge transfer and sharing - case ERP implementation

The main objective of this study was to examine how culture influences knowledge transfer and sharing within multicultural ERP project implementation in China. The main interest was to explain how national culture and knowledge are linked by understanding how culture influences knowledge transfer and sharing in a project organization. The other objective of this work was to discuss what Chinese cultural characteristic inhibit and en-hance knowledge sharing in ERP project. The perspective of this study was qualitative and the empirical material was collected from theme interviews among Stora Enso employees. Conclusion of this thesis is that Finns have a very direct style of communication and sharing knowledge whereas Chinese respect face shaving and indirect communication. Another conclusion is that knowledge sharing does not “just happen”, it is needed that project members understand national culture to get all project members commitment to project. In China most important is understand local business processes and understand role of trust and guanxi.

External knowledge transfer mechanisms in service business acquisition

In knowledge-intensive economy an effective knowledge transfer is a part of the firm’s strategy to achieve a competitive advantage in the market. Knowledge transfer related to a variety of mechanisms depends on the nature of knowledge and context. The topic is, however, very little empirical studied and there is a research gap in scientific literature. This study examined and analyzed external knowledge transfer mechanisms in service business and especially in the context of acquisitions. The aim was to find out what kind of mechanisms was used when the buyer began to transfer data e.g. their own agendas and practices to the purchased units. Another major research goal was to identify the critical factors which contributed to knowledge transfer through different mechanisms. The study was conducted as a multiple-case study in a consultative service business company, in its four business units acquired by acquisition, in various parts of the country. The empirical part of the study was carried out as focus group interviews in each unit, and the data were analyzed using qualitative methods. The main findings of this study were firstly the nine different knowledge transfer mechanisms in service business acquisition: acquisition management team as an initiator, unit manager as a translator, formal training, self-directed learning, rooming-in, IT systems implementation, customer relationship management, codified database and ecommunication. The used mechanisms brought up several aspects as giving the face to changing, security of receiving right knowledge and correctly interpreted we-ness atmosphere, and orientation to use more consultative touch with customers. The study pointed out seven critical factors contributed to different mechanisms: absorption, motivation, organizational learning, social interaction, trust, interpretation and time resource. The two last mentioned were new findings compared to previous studies. Each of the mechanisms and the related critical factors contributed in different ways to the activity in different units after the acquisition. The role of knowledge management strategy was the most significant managerial contribution of the study. Phenomenon is not recognized enough although it is strongly linked in knowledge based companies. The recognition would help to develop a better understanding of the business through acquisitions, especially in situations such as where two different knowledge strategies combines in new common company.

Förväntningar på Bibliotek 2.0

Abstrakti

Post-industrial 2.0 – Social Web as the second coming of the post-industrial society

This study presents a review of theories of the so-called post-industrial society, and proposes that the concept of post-industrial society can be used to understand the recent developments of the World Wide Web, often described as Web 2.0 or social Web. The study combines theories ranging from post-war management science and cultural studies to software development, and tries to build a holistic view of the development of the post-industrial society, and especially the Internet. The discourse on the emergence of a post-industrial society after the World Wars has addressed the ways in which the growing importance of information, and innovations in digital communications technology, are changing our society. It is furthermore deeply connected with the discourse on the postmodern society, which emphasizes cultural fragmentation, intertextuality, and pluralism. The Internet age is characterized by increasing masses of information that are managed through various technologies. While 1990s Internet technologies often used the network as a traditional broadcasting channel with added interactivity, Web 2.0 technologies are specifically designed to utilize the network model by facilitating communication between various services and devices, and analyzing the relationships between users and objects in order to produce intelligent insight. The wide adoption of the Internet, and recently of Internet-enabled mobile devices, is furthermore continuously producing new ways of communicating, consuming, and producing. Applications of the social Web, such as social media or social networking services, are permanently changing our traditional social, cultural, and economic practices. The study first presents an overview of the post-industrial society, the Internet, and the concept of Web 2.0. Then the concept of social Web is described with an analysis of the term social media, the brief histories of the interactive Web and social networking services, and a description of the concept ―long tail‖, used to represent the masses of information available in the Web that do not receive mainstream attention. Finally, methods for retrieving and filtering information, modeling social and cultural relationships, and communicating with customers, are presented.

Intra-organizational knowledge transfer in a Finnish multinational company

The ability of a multinational company to effectively transfer knowledge from one unit to another can create a great source of competitive advantage and is crucial for long-term success. However, in their attempts to disseminate existent knowledge across national boundaries, organizations encounter several obstacles. Especially challenging is the transfer of tacit knowledge, the most valuable kind, as it is embedded in the minds and the behavior of people. The purpose of this study is to identify the main factors and challenges to be considered in intra-organizational knowledge transfer and consequently develop a framework that could be utilized to improve the process. The research is of qualitative nature and it adopts an exploratory approach. The study was further conducted as an intensive single-case study through studying a Finnish multinational company, and the researcher adopted a role as a participant observant in the research setting. Other data collection methods include semi-structured interviews and an online survey. The research findings show that knowledge transfer is currently challenging within the international sales organization of the case company. The majority of knowledge is currently concentrated in the company headquarters, and it is not always systematically distributed to the regional offices abroad. The main factor affecting knowledge transfer seems to be the organizational culture, which does not support or encourage knowledge sharing. The company is struggling in having a common place for information and employees that lack proper social networks have difficulties accessing relevant knowledge. Some recommended improvement suggestions include the institutionalization of knowledge transfer by turning it into an articulated organizational goal, and the implementation of a reward system that includes soft factors, such as teamwork and knowledge sharing behavior. Furthermore, the organizational culture should be more open and supportive in order to reinforce trust. Individuals in regional offices should be given better support by offering them dedicated mentors and increasing the amount of expatriation. Finally, knowledge should actively be codified and stored in commonly shared platforms where it is easily accessible by all employees.