Slashdot, open news and informated media: exploring the intersection of imagined futures and web publishing technology

"In this essay, my interest is in how imagined media futures are implicated in the work of producing novel web publishing technology. I explore the issue through an account of the emergence of Slashdot, the tech news and discussion site that by 1999 had implemented a number of recommendation features now associated with social media and web 2.0 platforms. Specifically, I aim to understand the connection between the development of Slashdot’s influential content-management system (CMS) - an elaborate publishing infrastructure called “Slash” that allowed editors to choose reader submissions for publication and automatically distributed the work of moderating the comments sections among trusted users - and two distinct visions of a web-enabled transformation of media production.

Building the Clinton Legacy Through Frame Alignment

This article examines Clinton’s rhetorical strategy for creating a legacy in light of the imminent end of his second and final term as president. By examining Clinton’s public discourse from 1997 to 1999, with special attention to the period from September 1998 to June 1999, this article argues that Clinton used the frame of his race initiative to centripetally incorporate varied events and policies to redefine and bolster his legacy in the aftermath of scandal and political polarity. Specifically, President Clinton, with an eye on the legacy of the president and the identity of the Democratic Party, gathered the war in Kosovo and the shootings in Littleton, Colorado, along with their attendant disparate policies into one rhetorical frame, thereby supplying a conception of what Clinton’s 6 years as president had been about, a vision and mission for America, and an identity for the Democratic party distinct from the Republicans

Value Capture from Organizational Advantages and Sustainable Value Creation

The impact of firm value capture strategies on the sustainability of the value creation process as a whole has been little discussed in the literature. Despite contributions by leading scholars on issues pertaining to value capture and value creation, moreover, we still lack a systematic framework of their determinants. Our purpose in this paper is to propose a conceptual framework for value creation and value capture, explore their relationship, and discuss pre-requisites for sustainable system-wide value creation. We then derive propositions and explore implications of our analysis on business strategy and public policy.Advantages, Value Creation, Value Capture, Sustainability, Policy

Connecting up strategy: are senior strategy directors a missing link?

With companies being exhorted to become more strategically agile and internally connected, this article examines the role of the Senior Strategy Director, the executive tasked specifically with internal strategy. In particular, it explores what they do, what specific capabilities they deploy to enable effective contribution to the company, and in what ways they facilitate the connectedness of strategy. An analysis of multiple interviews over time with Senior Strategy Directors of large companies shows the vital and challenging role these executives play in both shaping, connecting up, and executing strategy. This article identifies the particular capabilities necessary for Senior Strategy Directors to perform their role and shows how it all depends upon their skilful deployment. These findings have significant implications for understanding unfolding micro-processes of strategy in large organizations, for assumptions about the skills and capabilities necessary to be an effective Senior Strategy Director, and for business schools in terms of the content and style of strategy courses they provide