Imagined communities: Reflections on the origin and spread of nationalism

The Structural Transformation of the Public Sphere: An Inquiry into a Category of Bourgeois Society

Following the 2016 U.S. presidential election, many have expressed concern about the effects of false stories (“fake news”), circulated largely through social media. We discuss the economics of fake news and present new data on its consumption prior to the election. Drawing on web browsing data, archives of fact-checking websites, and results from a new online survey, we find: (i) social media was an important but not dominant source of election news, with 14 percent of Americans calling social media their “most important” source; (ii) of the known false news stories that appeared in the three months before the election, those favoring Trump were shared a total of 30 million times on Facebook, while those favoring Clinton were shared 8 million times; (iii) the average American adult saw on the order of one or perhaps several fake news stories in the months around the election, with just over half of those who recalled seeing them believing them; and (iv) people are much more likely to believe stories that favor their preferred candidate, especially if they have ideologically segregated social media networks.

/pdf/social-media-and-fake-news-in-the-2016-election-1m4ttkb5mo.pdf

Social Media and Fake News in the 2016 Election

How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.

The knowledge-creating company

Series Editor's Preface. Introduction by John Breuilly. Acknowledgements. 1. Definitions. State and nation. The nation. 2. Culture in Agrarian Society. Power and culture in the agro-literature society. The varieties of agrarian rulers. 3. Industrial Society. The society of perpetual growth. Social genetics. The age of universal high culture. 4. The Transition to an Age of Nationalism. A note on the weakness of nationalism. Wild and garden culture. 5. What is a Nation. The course of true nationalism never did run smooth. 6. Social Entropy and Equality in Industrial Society. Obstacles to entropy. Fissures and barriers. A diversity of focus. 7. A Typology of Nationalisms. The varieties of nationalist experience. Diaspora nationalism. 8. The Future of Nationalism. Industrial culture - one or many?. 9. Nationalism and Ideology. Who is for Nuremberg?. One nation, one state. 10. Conclusion. What is not being said. Summary. Select bibliography. Bilbliography of Ernest Gellner's writing: Ian Jarvie. Index

Nations and Nationalism

The rapid diffusion of "microblogging" services such as Twitter is ushering in a new era of possibilities for organizations to communicate with and engage their core stakeholders and the general public. To enhance understanding of the communicative functions microblogging serves for organizations, this study examines the Twitter utilization practices of the 100 largest nonprofit organizations in the United States. The analysis reveals there are three key functions of microblogging updates-"information," "community," and "action." Though the informational use of microblogging is extensive, nonprofit organizations are better at using Twitter to strategically engage their stakeholders via dialogic and community-building practices than they have been with traditional websites. The adoption of social media appears to have engendered new paradigms of public engagement. 
Keywords: microblogging; Twitter; social media; stakeholder relations; organizational communication; organization-public relations; nonprofit organizations

Information, Community, and Action: How Nonprofit Organizations Use Social Media

The rapid diffusion of “microblogging” services such as Twitter is ushering in a new era of possibilities for organizations to communicate with and engage their core stakeholders and the general public. To enhance understanding of the communicative functions microblogging serves for organizations, this study examines the Twitter utilization practices of the 100 largest nonprofit organizations in the United States. The analysis reveals there are three key functions of microblogging updates—“information,”“community,” and “action.” Though the informational use of microblogging is extensive, nonprofit organizations are better at using Twitter to strategically engage their stakeholders via dialogic and community-building practices than they have been with traditional websites. The adoption of social media appears to have engendered new paradigms of public engagement. © 2012 Wiley Periodicals, Inc.

(Authors are listed in alphabetical order. The authors would like to thank Tom Feeley, Richard Waters, Seungahn Nah, I-hsuan Chiu, Yuchao Huang, and Kenton Anderson for helpful comments and suggestions.)

https://onlinelibrary.wiley.com/doi/pdf/10.1111/j.1083-6101.2012.01576.x

One hundred forty characters seems like too small a space for any meaningful information to be exchanged, but Twitter users have found creative ways to get the most out of each Tweet by using different communication tools. This paper looks into how 73 nonprofit organizations use Twitter to engage stakeholders not only through their tweets, but also through other various communication methods. Specifically, it looks into the organizations’ utilization of tweet frequency, following behavior, hyperlinks, hashtags, public messages, retweets, and multimedia files. After analyzing 4,655 tweets, the study found that the nation’s largest nonprofits are not using Twitter to maximize stakeholder involvement. Instead, they continue to use social media as a one-way communication channel, as less than 20% of their total tweets demonstrate conversations and roughly 16% demonstrate indirect connections to specific users.

Engaging Stakeholders Through Twitter: How Nonprofit Organizations Are Getting More Out of 140 Characters or Less

Engaging Stakeholders through Twitter: How Nonprofit Organizations are Getting More Out of 140 Characters or Less

How are nonprofit organizations utilizing social media to engage in advocacy work?   We address this question by investigating the social media use of 188 501(c)(3) advocacy organizations.   After briefly examining the types of social media technologies employed, we turn to an in-depth examination of the organizations’ use of Twitter. This in-depth message-level analysis is twofold: A content analysis that examines the prevalence of previously identified communicative and advocacy constructs in nonprofits’ social media messages; and an inductive analysis that explores the unique features and dynamics of social media-based advocacy and identifies new organizational practices and forms of communication heretofore unseen in the literature.

Gregory D. Saxton

Papers

Information, Community, and Action: How Nonprofit Organizations Use Social Media

Information, Community, and Action: How Nonprofit Organizations Use Social Media

Engaging Stakeholders Through Twitter: How Nonprofit Organizations Are Getting More Out of 140 Characters or Less

Engaging Stakeholders through Twitter: How Nonprofit Organizations are Getting More Out of 140 Characters or Less

Tweeting Social Change: How Social Media Are Changing Nonprofit Advocacy