Co-presence Communities: Using pervasive computing to support weak social networks

Although the strongest social relationships feature most prominently in our lives, we also maintain a multitude of much weaker connections: the distant colleagues that we share a coffee with in the afternoon; the waitress at a our regular sandwich bar; or the ‘familiar stranger’ we meet each morning on the way to work. These are all examples of weak relationships which have a strong spatial-temporal component but with few support systems available. This paper explores the idea of ‘Co-presence Communities’ - a probabilistic definition of groups that are regularly collocated together - and how they might be used to support weak social networks. An algorithm is presented for mining the Copresence Community definitions from data collected by Bluetooth-enabled mobile phones. Finally, an example application is introduced which utilises these communities for disseminating information

The Power to Activate a Creative Core in Enterprise

A wide range of products and services has been commoditized as a result of globalization, and a lot of companies have been progressively working to draw on the knowledge creation of their employees to be more competitive. In this respect, some would argue that a Creative Class of employees determines the business results of a company. Social networking among employees is a platform for creativity, so when management supports such social networks, the strength of the organization increases. In this paper, we present a quantitative association from our previous research and a theoretical contemplation to provide a management method between the communication of employees and organizational collaboration. Further, we take the case of a company, which is an ICT (Information and Communication Technology) system integrator, using an RFID system, and confirm whether there are causal relationships through a multiple regression analysis of Bayesian statistics. As a result, we found that the egocentric collaboration networks of the Creative Core grew by activating communications (sending emails) among employees. Further, we propose some implications that allow control of collaboration within a company by encouraging communication of the Creative Core, that is, the central members of the Creative Class by considering the results of this and previous research. Available at: https://aisel.aisnet.org/pajais/vol2/iss2/6

2009- 2010 UNLV McNair Journal

Journal articles based on research conducted by undergraduate students in the McNair Scholars Program Table of Contents Biography of Dr. Ronald E. McNair Statements: Dr. Neal J. Smatresk, UNLV President Dr. Juanita P. Fain, Vice President of Student Affairs Dr. William W. Sullivan, Associate Vice President for Retention and Outreach Mr. Keith Rogers, Deputy Executive Director of the Center for Academic Enrichment and Outreach McNair Scholars Institute Staf