Ventures in Social Media

Academic libraries are actively involved in social media platforms as part of their campus communities. They have moved past the debate of whether to participate in social media and are focusing on strategies to develop engaging content and assessment of their efforts. Social media use in the campus classroom continues to grow with more faculty using social media in academic context. Given the widespread adoption of social media on the University of San Diego campus Copley Library formed a Social Media Committee (SMC) to manage the library’s social media presence with a mission to promoting the library’s services and events. After establishing Facebook and Twitter accounts the committee looked to expand their presence on other platforms. To determine which social media platforms undergraduates were using, the committee designed and administered a survey in the fall of 2013. The survey confirmed that USD undergraduates were still using Facebook and showed 56% now use multiple social media sites: Twitter, Pinterest, Tumblr, and Instagram. The SMC diversified onto Instagram and Pinterest platforms to interact with students on visual platforms.Ye

Sports, Inc. Volume 6, Issue 1

The ILR Cornell Sports Business Society magazine is a semester publication titled Sports, Inc. This publication serves as a space for our membership to publish and feature in-depth research and well-thought out ideas to advance the world of sport. The magazine can be found in the Office of Student Services and is distributed to alumni who come visit us on campus. Issues are reproduced here with permission of the ILR Cornell Sports Business Society.https://digitalcommons.ilr.cornell.edu/sportsinc/1006/thumbnail.jp

Emergent Capabilities for Collaborative Teams in the Evolving Web Environment

This paper reports on our investigation of the latest advances for the Social Web, Web 2.0 and the Linked Data Web. These advances are discussed in terms of the latest capabilities that are available (or being made available) on the Web at the time of writing this paper. Such capabilities can be of significant benefit to teams, especially those comprised of multinational, geographically-dispersed team members. The specific context of coalition members in a rapidly formed diverse military context such as disaster relief or humanitarian aid is considered, where close working between non-government organisations and non-military teams will help to achieve results as quickly and efficiently as possible. The heterogeneity one finds in such teams, coupled with a lack of dedicated private network infrastructure, poses a number of challenges for collaboration, and the current paper represents an attempt to assess whether nascent Web-based capabilities can support such teams in terms of both their collaborative activities and their access to (and sharing of) information resources

The Cowl - v.80 - n.5 - Oct 8, 2015

The Cowl - student newspaper of Providence College. Volume 80 - No. 5 - October 8, 2015. 24 pages

Skills and Knowledge for Data-Intensive Environmental Research.

The scale and magnitude of complex and pressing environmental issues lend urgency to the need for integrative and reproducible analysis and synthesis, facilitated by data-intensive research approaches. However, the recent pace of technological change has been such that appropriate skills to accomplish data-intensive research are lacking among environmental scientists, who more than ever need greater access to training and mentorship in computational skills. Here, we provide a roadmap for raising data competencies of current and next-generation environmental researchers by describing the concepts and skills needed for effectively engaging with the heterogeneous, distributed, and rapidly growing volumes of available data. We articulate five key skills: (1) data management and processing, (2) analysis, (3) software skills for science, (4) visualization, and (5) communication methods for collaboration and dissemination. We provide an overview of the current suite of training initiatives available to environmental scientists and models for closing the skill-transfer gap

Engaging Opportunities: Connecting young people with contemporary research and researchers

This is the final report for ‘Engaging Opportunities’, an RCUK-funded School-University Partnership between the Open University and the Denbigh Teaching School Alliance. Informed by action research, this four-year project was designed to create structured, strategic, sustainable and equitable mechanisms for effective school-university engagement with research. The report describes an evidence-based strategy designed to embed school-university engagement with research within the University’s strategic planning for research and the operational practices of researchers. Through the early stages of our partnership we noted a lack of suitable planning tools that work for researchers, teachers and students. We therefore introduced a flexible and adaptable framework of four types of activity—open lectures, open dialogues, open inquiry and open creativity—combined with an upstream approach to planning based on a set of six principles. A sub-set of these activities were evaluated through a combination of surveys, interviews and interventions. In conclusion, we argue that institutional and professional cultures can be resistant to the prospect of fully embedding school-university engagement with research in a structured, strategic and sustainable manner, and offer suggestions for how this context could and should be changed

Like, Link, Share: How Cultural Institutions Are Embracing Digital Technology

This report shows how forty cultural innovators are investing in technology and media capacity to connect with new audiences in new ways, create new programs, and strengthen their operations. Established cultural insitutions face challenges as they grapple with rapidly changing technology. Taking full advantage of digital opportunities requires organizations to change their internal systems, work processes, and staff structures, and to tailor the development of digital capabilities to their individual programming, operational, and revenue strategies. However disrutive this process may be, digital strategy is no longer optional but essential. The public expects to engage with culture digitally, to sample and share, to connect and participate