When Windmills Turn Into Giants: The Conundrum of Virtual Places

While many papers may claim that virtual environments have much to gain from architectural and urban planning theory, few seem to specify in any verifiable or falsifiable way, how notions of place and interaction are best combined and developed for specific needs. The following is an attempt to summarize a theory of place for virtual environments and explain both the shortcomings and the advantages of this theory

Critique [of Women, Religion, and Peace in an American Indian Ritual by Kristin Herzog]

Kristin Herzog\u27s journey into the past is a necessary journey for serious students of ethnic and American studies; she establishes the relevance and validity of oral literature which has been relegated to an inferior status by scholars in the western world. The attempt to impose an inferior status on oral literature is rather sinister when one considers the absence of a written literature has been taken to mean an absence of intellectual activity on the part of such people. Not only American Indians but also Africans have suffered a great deal because of the tendency to regard such people as lacking in culture or intellectual achievements. On the contrary, the oral tradition has been the strength of ancient cultures as Kristin Herzog shows and was brought to light in a remarkable way by Alex Haley in his novel ROOTS. Alex Haley went back to a living ancient tradition in The Gambia and brought to life and to the attention of the world the richness of an African culture while documenting his personal history. There is, however, a danger that oral tradition might not stand up to critical scientific analysis but this does not mean that it cannot be validated by evidence from other sources supporting it. The main point to be made however is that oral tradition is a legitimate tradition

The fluctuating record of economic regeneration in England's second-order city regions, 1984-2007

This study examines how far and in what way ‘Our cities are back’, as claimed by England’s Core Cities Group. It focuses on 1984-2007 employment changes for the eight Core Cities and their city regions: Birmingham, Bristol, Leeds, Liverpool, Manchester, Newcastle, Nottingham and Sheffield. City regions are defined on a consistent functional basis and allowance is made for discontinuities in the jobs time-series. These provincial city regions are found to have suffered relatively less than London in the early 1990s recession, but then recovered more slowly to achieve their greatest rates of growth in 1998- 2002 and only then did the Core Cities outpace the rest of their city regions. Employment growth slowed after this, though their population recovery continued

"We are always after that balance":managing innovation in the new digital media industry

The pressure to innovate is growing as technology cycles change more rapidly. Organisations need to balance exploration and exploitation effectively if they are to heed the innovation imperative. Organisational ambidexterity is proposed as a means to achieve such balance with structural or contextual ambidexterity as possible choices. Yet how organisations become ambidextrous is an as yet underresearched area, and different industry sectors may pose different innovation challenges. Using the case study method, this paper examines how a computer games company responds to an industry-specific innovation challenge and how it endeavours to balance exploration and exploitation. The findings suggest that ambidexterity is difficult to achieve, and is fraught with organisational tensions which might eventually jeopardise the innovation potential of a company. The paper suggests that more qualitative research is needed to further our understanding of innovation challenges, innovation management and organisational ambidexterity

Small businesses in the new creative industries:innovation as a people management challenge

Purpose - This paper presents findings from an SME case study situated in the computer games industry, the youngest and fastest growing of the new digital industries. The study examines changing people management practices as the case company undergoes industry-typical strategic change to embark on explorative innovation and argues that maintaining an organisational context conducive to innovatin over time risks turning into a contest between management and employees as both parties interpret organisational pressures from their different perspectives. Design/methodology/approach - A single case study design is used as the appropriate methdology to generate indepth qualitative data from multiple organisational member perspectives. Findings - Findings indicate that management and worker perspectives on innovation as strategic change and the central people management practices required to support this differ significantly, resulting in tensions and organisational strain. As the company moves to the production of IP work, the need for more effective duality management arises. Research limitations/implications - The single case study has limitations in terms of generalisability. Multiple data collection and triangulation were used to migitate against the limitations. Practical implications - The study highlights the importance of building up change management capability in the small businesses typical for this sector, an as yet neglected focus in the academic iterature concerned with the industry and in support initatives. Originality/value - Few qualitative studies have examined people management practices in the industry in the context of organisational/strategic change, and few have adopted a process perspective