Stuart Hannabuss

Bio: Stuart Hannabuss is an academic researcher from Robert Gordon University. The author has contributed to research in topics: Encyclopedia & Western philosophy. The author has an hindex of 30, co-authored 284 publications receiving 4230 citations.

Common Knowledge: How Companies Thrive by Sharing What They Know

Abstract: Spend your time even for only few minutes to read a book. Reading a book will never reduce and waste your time to be useless. Reading, for some people become a need that is to do every day such as spending time for eating. Now, what about you? Do you like to read a book? Now, we will show you a new book enPDFd common knowledge how companies thrive by sharing what they know that can be a new way to explore the knowledge. When reading this book, you can get one thing to always remember in every reading time, even step by step.

The Big Switch: Rewiring the World, from Edison to Google

Abstract: the big switch rewiring world from edison to google are a good way to achieve details about operating certainproducts. Many products that you buy can be obtained using instruction manuals. These user guides are clearlybuilt to give step-by-step information about how you ought to go ahead in operating certain equipments. Ahandbook is really a user's guide to operating the equipments. Should you loose your best guide or even the productwould not provide an instructions, you can easily obtain one on the net. You can search for the manual of yourchoice online. Here, it is possible to work with google to browse through the available user guide and find the mainone you'll need. On the net, you'll be able to discover the manual that you might want with great ease andsimplicity

Bullying at work

Abstract: Notes the growth of bullying in the workplace; defines “bullying” and discusses forms of bullying. The action that should be taken by managers and organisations is reviewed.

Cloud computing

Abstract: As software migrates from local PCs to distant Internet servers, users and developers alike go along for the ride.

Leadership development:: A review in context

Abstract: Interest in leadership development is strong, especially among practitioners Nonetheless, there is conceptual confusion regarding distinctions between leader and leadership development, as well as disconnection between the practice of leadership development and its scientific foundation The present review examines the field of leadership development through three contextual lenses: (1) understanding the difference between leader development and leadership development ( conceptual context); (2) reviewing how state-of-the-art development is being conducted in the context of ongoing organizational work ( practice context); and (3) summarizing previous research that has implications for leadership development ( research context) The overall purpose is to bridge the practice and science of leadership development by showing the importance of building both human and social capital in organizations Specific practices that are reviewed include 360-degree feedback and executive coaching, mentoring and networking, and job assignments and action learning Practices and research are framed in terms of a general need to link leader development, which is primarily based on enhancing human capital, with leadership development that emphasizes the creation of social capital in organizations

Motivation and barriers to participation in virtual knowledge‐sharing communities of practice

Abstract: This paper reports the results of a qualitative study of motivation and barriers to employee participation in virtual knowledge‐sharing communities of practice at Caterpillar Inc., a Fortune 100, multinational corporation. The study indicates that, when employees view knowledge as a public good belonging to the whole organization, knowledge flows easily. However, even when individuals give the highest priority to the interests of the organization and of their community, they tend to shy away from contributing knowledge for a variety of reasons. Specifically, employees hesitate to contribute out of fear of criticism, or of misleading the community members (not being sure that their contributions are important, or completely accurate, or relevant to a specific discussion). To remove the identified barriers, there is a need for developing various types of trust, ranging from the knowledge‐based to the institution‐based trust. Future research directions and implications for KM practitioners are formulated.

Three‐dozen knowledge‐sharing barriers managers must consider

Abstract: Purpose – Knowledge sharing is the corner-stone of many organisations’ knowledge-management (KM) strategy. Despite the growing significance of knowledge sharing’s practices for organisations’ competitiveness and market performance, several barriers make it difficult for KM to achieve the goals and deliver a positive return on investment. This paper provides a detailed review of current KM and related literatures on a large number of possible knowledge-sharing barriers with the purpose of offering a more comprehensive and structured starting-point for senior managers when auditing their organisation’s current knowledge base and knowledge-sharing requirements. Design/methodology/approach – This article reviews and discusses over three dozen potential knowledge-sharing barriers, categorising them into three main domains of recently published works: individual/personal, organisational, and technological barriers. Findings – The extensive list of knowledge sharing barriers provides a helpful starting point and guideline for senior managers auditing their existing practices with a view to identifying any bottle-necks and improving on the overall effectiveness of knowledge-sharing activities. Practical implications – Managers need to realise, however, that a particular knowledge sharing strategy or specific managerial actions will not suit all companies and that there are differences to be expected between MNCs and SMEs, private, public sector, and not-for-profit organisations. As such, the implementation of knowledge-sharing goals and strategies into an organisation’s strategic planning and thinking will vary greatly. Originality/value – The main discussion of this paper brings together a large range of knowledgesharing barriers in an attempt to indicate the complexity of knowledge sharing as a value-creating organisational activity.

Emotions and Information Diffusion in Social Media—Sentiment of Microblogs and Sharing Behavior

Abstract: As a new communication paradigm, social media has promoted information dissemination in social networks. Previous research has identified several content-related features as well as user and network characteristics that may drive information diffusion. However, little research has focused on the relationship between emotions and information diffusion in a social media setting. In this paper, we examine whether sentiment occurring in social media content is associated with a user's information sharing behavior. We carry out our research in the context of political communication on Twitter. Based on two data sets of more than 165,000 tweets in total, we find that emotionally charged Twitter messages tend to be retweeted more often and more quickly compared to neutral ones. As a practical implication, companies should pay more attention to the analysis of sentiment related to their brands and products in social media communication as well as in designing advertising content that triggers emotions.