A mechanism to explore proactive knowledge retention in open source software communities.

Open-source software (OSS) is a type of computer software wherein the source code is distributed under a special type of licence in which the copyright holder grants users the rights to inspect, alter, and redistribute the software. OSS projects are collaborative endeavours which have multiple contributors who are constantly joining, leaving, or changing their role in the project. This ever-changing and ever-transient nature of OSS project contributors contributes to a contributor turnover-induced knowledge loss in OSS projects. In this case, “knowledge loss” refers to the phenomenon of the loss of project-specific knowledge, experience, and expertise in an OSS project, caused by contributors regularly joining and leaving the OSS project. This paper describes the design and development of a robust research methodology and contributes towards the formation of proactive knowledge retention practices in OSS projects to transform contributor's use of knowledge and engagement in knowledge-relevant activities including knowledge sharing and knowledge transfer

Student engagement in virtual space

In this paper, a university course (subject or unit of study) that currently enjoys positive formal student reviews is used as a case study to demonstrate how theoretical knowledge about student engagement is effectively put into practice. This investigation identifies key aspects that have contributed to the positive student feedback with particular emphasis on student engagement online, or in virtual space. The investigation involves identifying what is considered good practice with respect to student engagement and then benchmarking the case study course against this. A key contribution of this paper is the presentation of practical examples demonstrating how the current theory is effectively realised in practice. The conclusion was that the course complied with key elements of what is considered good practice and successfully engaged students. Other practitioners may use the examples in their own context to help inform the practice of engaging students when teaching in virtual space

Sustainable eLearning in a Changing Landscape: A Scoping Study (SeLScope)

The report begins by exploring the concept of sustainable e-learning - defining it and establishing its characteristics in the context of Higher Education. To ensure a sound and systematic process, the review is informed by a five-phase methodological framework for scoping reviews by Arksey and O'Malley (2005). Examples and perspectives on the concept of sustainable e-learning are summarised and key factors impacting on sustainability are abstracted. highlights potential gaps and suggests directions for further research on the topic

Data Science, Machine learning and big data in Digital Journalism: A survey of state-of-the-art, challenges and opportunities

Digital journalism has faced a dramatic change and media companies are challenged to use data science algo-rithms to be more competitive in a Big Data era. While this is a relatively new area of study in the media landscape, the use of machine learning and artificial intelligence has increased substantially over the last few years. In particular, the adoption of data science models for personalization and recommendation has attracted the attention of several media publishers. Following this trend, this paper presents a research literature analysis on the role of Data Science (DS) in Digital Journalism (DJ). Specifically, the aim is to present a critical literature review, synthetizing the main application areas of DS in DJ, highlighting research gaps, challenges, and op-portunities for future studies. Through a systematic literature review integrating bibliometric search, text min-ing, and qualitative discussion, the relevant literature was identified and extensively analyzed. The review reveals an increasing use of DS methods in DJ, with almost 47% of the research being published in the last three years. An hierarchical clustering highlighted six main research domains focused on text mining, event extraction, online comment analysis, recommendation systems, automated journalism, and exploratory data analysis along with some machine learning approaches. Future research directions comprise developing models to improve personalization and engagement features, exploring recommendation algorithms, testing new automated jour-nalism solutions, and improving paywall mechanisms.Acknowledgements This work was supported by the FCT-Funda?a ? o para a Ciência e Tecnologia, under the Projects: UIDB/04466/2020, UIDP/04466/2020, and UIDB/00319/2020

The Role of Human Resource Management in Achieving Organisational Agility

Whilst uncertainty and change has always been the focal point of strategic management theories, the increasing rate of change and uncertainty that organisations have been experiencing during the past few decades has stimulated new approaches to the strategic management of firms. ‘Agility’ has been introduced as an appropriate paradigmatic approach to integrative strategy making ((Doz and Kosonen, 2008, 2010; McGrath, 2013a, 2013b; Sharifi, 2014). The concept has been considered as providing a comprehensive and cohesive platform for addressing the new conditions in the business environment, epitomised in notions such as hyper-competition, hyper-turbulence, and the continuously morphing business environment, through the perpetual process of altering and adjusting the firm’s direction and courses of action (Doz and Kosonen, 2008). The main aim behind the concept is to maintain strategic supremacy and competitiveness by anticipating and taking advantage of change ((D'Aveni, 1994; Thomas, 1996; Doz and Kosonen, 2007; Jamrog et al., 2006), and coping with and surviving unexpected changes (Zhang and Sharifi, 2000). Agile organisations rely on a series of agility capabilities such as strategic sensitivity, decision making prowess, learning aptitude and resource fluidity and flexibility (Hamel and Prahalad, 1993; Dyer and Shafer, 2003; Doz and Kosonen, 2008; Lengnick-Hall and Beck, 2009), many of which are human-related. A review of the agility literature revealed that achieving agility, similar to other value-based management philosophies, is heavily dependent upon various human factors such as Human Resources (HR) strategy, management approach and the prevailing culture of an organisation (Harper and Utley, 2001; Street et al., 2003; Dyer and Ericksen, 2006). However, the review of Strategic Human Resource Management (SHRM) literature indicated that the SHRM studies have not responded to the agility agenda, thus, little is known about human resource management strategies and systems enabling organisational agility. In an effort to fill this gap, this research has focused on exploring the people aspects of organisational agility aiming at: 1. Identifying the HRM critical roles in developing organisational agility 2. Developing a theoretical model for crafting and implementing a HR Strategy which assists organisations in acquiring agile attributes. The conceptual model delineates the key constructs and features of an Agility-Oriented Human Resource Strategy (AOHRS). The research was conducted through exploratory qualitative research, collecting data mainly through semi-structured interviews with HR directors, agility professionals and senior managers from 17 large public and private organisations in the UK. The research explicated the need and developed a conceptual framework for AOHRS, which gives explicit attention to an array of external environment forces. The framework proposes the need for ongoing reinterpretation of contextual information, frequent review of necessary individual and organisation-wide skills portfolio and capabilities profiles, and frequent re-evaluation of HR principles, policies and practices-in-use to reflect the persistent uncertainty and continuously morphing business conditions. The framework also offers for a dynamic HR system which can analyse capability needs continuously and have appropriate policies and practices in place to easily and quickly reconfigure the firms’ human assets. The study contributes to the knowledge in the field of SHRM and organisational agility by presenting a comprehensive conceptual framework for AOHR strategy, complemented by an expansive definition for an Agility-Oriented SHRM suitable for an uncertain business environment. As part of this, the attributes and capabilities of the agile workforce, a series of Agility-Oriented HR Principles and a series of widely-adopted Agility-Oriented HR Practices are also empirically identified in addition to the characteristics and dimensions of an Agile HR Function