Managing peer relationships online - Investigating the use of Facebook by juvenile delinquents and youths-at-risk

10.1016/j.chb.2012.04.025Computers in Human Behavior2918-15CHBE

Clinical governance, education and learning to manage health information

Purpose – This paper aims to suggest that the concept of clinical governance goes beyond a bureaucratic accountability structure and can be viewed as a negotiated balance between imperfectly aligned and sometimes conflicting goals within a complex adaptive system. On this view, the information system cannot be separated conceptually from the system of governance it supports or the people whose work it facilitates or hinders. Design/methodology/approach – The study, located within the English National Health Service (NHS) between 1999 and 2005, is case study based using a multi method approach to data collection within two primary care organisations (PCOs). The research strategy is conducted within a social constructionist ontological perspective. Findings – The findings reflect the following broad-based themes: mutual adjustment of a plurality of stakeholder perceptions, preferences and priorities; the development of information and communication systems, empowered by informatics; an emphasis on education and training to build capacity and capability. Research limitations/implications – Limitations of case study methodology include a tendency to provide selected accounts. These are potentially biased and risk trivialising findings. Rooted in specific context, their generalisability to other contexts is limited by the extent to which contexts are similar. Reasonable attempts were made to minimise any bias. The diversity of data collection methods used in the study was an attempt to counterbalance the limitations highlighted in one method by strength from alternative techniques. Practical implications – The paper makes recommendations in two key governance areas: education and learning to manage health information. In practice, the lessons learned provide opportunities to inform future approaches to health informatics educational programmes. Originality/value – With regard to topicality, it is suggested that many of the developmental issues highlighted during the establishment of quality improvement programmes within primary care organisations (PCGs/PCTs) are relevant in the light of current NHS reforms and move towards commissioning consortia

Click Here for Change: Your Guide to the E-Advocacy Revolution

Describes how organizations are using state-of-the-art technology to engage supporters and improve their advocacy efforts. Includes case studies and lessons on how to incorporate electronic approaches in campaign strategies

Civil Society Legitimacy and Accountability: Issues and Challenges

University education rarely focuses its attention and imagination on teaching students how to turn a vision into reality; how to design, develop, and lead social change organizations. The author co-created the Social Entrepreneurship Collaboratory (SE Lab) at Stanford University and then Harvard University as a model educational program designed to achieve this goal. The SE Lab is a Silicon Valley influenced incubator where student teams create and develop innovative pilot projects for US and international social sector initiatives. The lab combines academic theory, frameworks, and traditional research with intensive field work, action research, peer support and learning, and participation of domain experts and social entrepreneurship practitioners. It also provides students an opportunity to collaborate on teams to develop business plans for their initiatives and to compete for awards and recognition in the marketplace of ideas. Students in the SE Lab have created innovative organizations serving many different social causes, including fighting AIDS in Africa, promoting literacy in Mexico, combating the conditions for terrorism using micro-finance in the Palestinian territories, and confronting gender inequality using social venture capital to empower women in Afghanistan

On the Margins of Friendship: Aggression in an Elementary School Peer Group

This article uses qualitative data from a larger study of two elementary schools in a rural city of about 15,000 people in the Midwestern United States. Here, I focus on a single peer group and those who are on its margins to provide insight into the intersection of friendship, aggression, and masculinity. In doing so, I address the lack of research examining how aggression functions within peer groups and why those who are victimized choose to remain in these groups

N-REL: A comprehensive framework of social media marketing strategic actions for marketing organizations

Despite the increasing and ubiquitous use of social media for business activities, scholar research on social media marketing strategy is scant and companies deploy their social media marketing strategies guided by intuition or trial and error. This study proposes a comprehensive framework that identifies and classifies social media marketing strategic actions. The conceptual framework covers actions that support both transactional and relationship marketing. This research also positions social media marketing strategy and strategic actions in the context of the marketing organization theory, and discusses the impact of the incorporation of social media on the concept of marketing organization. The study offers valuable theoretical insight on social media marketing actions and the deployment of social media marketing strategies in companies. The investigation also provides hints about how to maximize the benefits from social media marketing for customer-oriented, market-driven organizations

The Allies Of Others: How Stakeholders’ Relationships Shape Non-Market Strategy

This dissertation shifts analytic focus from firm, stakeholder and institutional characteristics as drivers of a firm’s non-market strategy to the fields in which stakeholders are embedded which are characterized by their own social relationships, norms and identities. In so doing, I strive to develop a more socialized view of non-market strategy. The first chapter provides evidence that the identity of stakeholders in their fields and the structure of relations between them can circumscribe firms’ strategic responses to stakeholder conflict that require stakeholder cooperation. The second chapter explores the pathways by which firms attenuate stakeholder threats through an understudied phenomenon: cooperative non-market strategy, or when firms establish formal cooperative relationships with stakeholders. I find that cooperative non-market strategy is an effective way for firms allay threats from a broad swathe of stakeholders by exploiting the social networks and identity of an allied stakeholder. The first two chapters draw on a unique, self-constructed 25-year panel of all contentious and collaborative interactions between 118 environmental movement organizations and Fortune 500 firms, complemented by multiplex network data on movements and firms. While the first two chapters explore cooperative non-market strategy, the last chapter demonstrates the utility of taking account of stakeholder fields in unilateral non-market strategy, in this case, improvements in corporate social and environmental performance. Drawing on a dataset of 250 million media-reported events to construct comprehensive socio-political networks and stakeholder fields across 42 countries, I find that stakeholder ties to country-level socio-political networks and to each other, and who participates in stakeholder fields and mobilizes against firms, manifest in observable differences in corporate social and environmental performance across countries. In addition to establishing that stakeholder fields are central to explanations of non-market strategy, this dissertation finds that the mechanisms underlying their impact are multi-faceted, and consistently operate through two characteristics of stakeholder fields: the relational ties of stakeholders, and the identity of stakeholders within their field. Stakeholder fields are central to understanding firms’ strategic management of stakeholders because fields constrain stakeholder agency, are susceptible to influence through their relational structures and member identities, and in turn, influence issue salience for outsiders

Scientists' coping strategies in an evolving research system: the case of life scientists in the UK

Scientists in academia have struggled to adjust to a policy climate of uncertain funding and loss of freedom from direction and control. How UK life scientists have negotiated this challenge, and with what consequences for their research and the research system, is the empirical entrance point of this paper. We find that policy impacts can be modulated and buffered by strategies and compromises devised and deployed at research performer level. This shifts conceptualisation from terms of responses to one of more or less proactive strategies of scientists and science organisations which add up, intentionally or unintentionally, to shifts in the overall system

The role of Intangible Assets in the Relationship between HRM and Innovation: A Theoretical and Empirical Exploration

This paper, as far as known, provides a first attempt to explore the role of intellectual capital (IC) and knowledge management (KM) in an integrative way between the relationship of human resource (HR) practices and two types of innovation (radical and incremental). More specifically, the study investigates two sub-components of IC – human capital and organizational social capital. At the same time, four KM channels are discussed, such as knowledge creation, acquisition, transfer and responsiveness.\ud The research is a part of a bigger project financed by the Ministry of Economic Affairs and the province of Overijssel in the Netherlands. The project studies the ‘competencies for innovation’ and is conducted in collaboration with innovative companies in the Eastern part of the Netherlands. \ud An exploratory survey design with qualitative and quantitative data is used for\ud investigating the topic in six companies from industrial and service sector in the region of Twente, the Netherlands. Mostly, the respondents were HR directors. The findings showed that some parts of IC and KM configurations were related to different types of innovation. To make the picture even more complicated, HR practices were sometimes perceived interchangeably with IC and KM by HR directors. Overall, the whole picture about the relationships stays unclear and opens a floor for further research