Aim/Purpose: Unified Communications (UC) is touted as a technology that will transform business communication. While positive claims abound, the factors of UC attributable to its success have yet to be identified. By examining how users perceive UC impacts productivity, this study aids organizations in making better decisions regarding investments in and usage of communications technologies. Background: Unified Communications integrates disparate communications and information sharing applications into a single platform. The promise of UC is that it will revolutionize the workplace by providing a more synchronized fit between the way people communicate and the technology they use. Methodology: Through case study research conducted within a large multinational corporation (the Hewlett Packard Company), this study investigated the impact of UC on productivity. Interview narratives were examined using an open coding technique to capture individual perceptions of productivity. Further, to assess the role UC plays in facilitating relationship building and its connection to productivity, participant responses were mapped to the key factors of technology that influence relationships within an organization as identified by Dillon and Montano (2005). Contribution: This research contributes to studies on the impact of UC on productivity in the workplace. Findings UC was found to increase personal productivity, remove communication barriers, and create a more positive work environment. Recommendations for Practitioners : The findings of this study will aid organizations in making investment decisions as they evolve their business communications strategy. Impact on Society: Unified Communications will play an increasingly important role as people adapt to the evolving digital world through which they communicate and collaborate. Future Research: Little research exists that examines the impact of UC within an organization. Additional research investigating the use of UC in a variety of business sectors is needed.

Aim/Purpose: The topic of this study is the ICT-enabled transformation of car dealerships to regional providers of sustainable mobility (e.g., car sharing). Background: Car dealerships offer specific conditions that enable a sustainable mobility offer, based on individual motorized transport like car sharing. This is especially useful in small towns or rural areas where people’s mobility is strongly dominated by private cars, and public transport coverage is limited. However, these new mobility services are combined services with the need of a deep integration of information systems, and these services are not yet related to car dealerships and customer acquisition has to be supported. Methodology: An empirical study with an inductive approach was chosen. The study consists of interviews with three focus groups of different stakeholders of car dealerships. Within the frame of the research project, “ReCaB – Regional Car-Balancing” a qualitative research approach was chosen. Within a design science approach the existing SusCRM architecture was adapted based on the elaborated requirements. Contribution: A software architecture is proposed, where Customer Relationship Management (CRM) components to market new sustainable mobility offers are vital parts and existing information systems of car dealerships are integrated. Findings: The basic feasibility of the establishment and customer acceptance has been demonstrated, at least in the area of car sharing within ReCaB. The execution in the car sharing field has already started and a number of car dealerships are already bringing their own offers to market. Major findings for the SusCRM architecture have been elaborated in a design science approach in the national German research project “Showcase for electro mobility”. Recommendations for Practitioners: There is still no fully functional prototype developed for this specific use case and evaluated in the car dealership environment. An implementation only, based on own efforts, is difficult for car dealerships because of the dealership’s lack of know-how as well as tight IT budgets. However, this approach appears particularly successful in rural areas where public transport services are heavily declining. For full implementation, the presented ICT support is imperative. Recommendation for Researchers: The research on the retailer level, especially in combination with a digital trans-formation by the use of ICT systems, is still fragmentary. Research in this area that both addresses sustainability goals on a general level and supports economical goals on the company level of automotive retailers would be useful. Impact on Society: Creation of sustainable offers as a substitute or supplement for mobility based on their own car is a promising way to reduce negative effects of mobility. Enhancement of the mobility of the people in rural areas is leading to a more active lifestyle by reaching the leisure facilities, workplaces and educational institutions in a sustainable manner. Future Research: In terms of the fast changing mobility landscape, especially on a technical level with the development of autonomous vehicles and digitalization of entire businesses new solutions are becoming accessible, that have to be integrated in further research.

Aim/Purpose: A vital business activity within organizations is tacit knowledge (TK) transfer. This work aims to propose a novel framework for TK transferability in multinational corporations (MNCs) from the information and communication technology (ICT) perspective. Background: In the past two decades, researchers have developed several frameworks for TK transfer based on humanistic, business, and educational perspectives. However, a review of the existing work revealed that TK transfer has seldom been examined from an ICT perspective. Methodology: A qualitative method was adopted because it was considered the most appropriate for the research requirements. A grounded theory approach was employed to generate the items that potentially affect the transferability of TK. Face-to-face semi-structured interviews were conducted to collect data, along with observations when possible. The study sample consisted of 20 expert interviewees in Malaysia. An inductive ongoing data analysis process based on grounded theory via open, axial, and selective coding was used as the primary analysis method. In addition, comparative and frequency count analyses were used to examine the collected data. Contribution: The main contribution of this study is its use of the grounded theory approach, which resulted in the generation of items that affect the transferability of TK, not all of which had been identified by previous researchers. This paper reports one of the few inductive studies conducted on TK transferability among MNCs and, therefore, makes distinct contributions to the literature on TK management, specifically bringing to the fore the intricacies involved in TK transferability. Findings: Information and communication technology plays a crucial role in and has a positive impact on TK transfer in MNCs. This study evaluated the potential of various ICT channels to facilitate TK transfer. The findings show that ICT tools cannot completely substitute for face-to-face contact. Tacit knowledge that has a high degree of complexity requires sophisticated channel features for its transfer. From this standpoint, virtual face-to-face communication is the richest communication medium in the ICT hierarchy. On the other hand, email and voicemail are less effective channels for TK transfer, while synchronous groupware is an intermediate communication medium. The findings highlight the importance of utilizing an appropriate mix of channels to improve TK transferability. Recommendations for Practitioners: It is recommended that practitioners consider the diverse aspects of TK and the potential of a range of ICT channels for the TK transfer process in order to increase the efficiency of TK transfer. The analytic categories developed in this study may give managers new insights into and a better understanding of how TK can be supported in a modern organization and how to overcome the barriers to TK transfer.

Aim/Purpose: The purpose of this study is to investigate the mechanism of the front/back-office structure affecting new service development (NSD) performance and examine the role of knowledge transfer in the relationship between front/back-office structure and NSD. Background: The separation of front and back-office has become the prevailing trend of the organizational transformation of modern service enterprises in the digital era. Yet, the influence of front and back-office separation dealing with new service development has not been widely researched. Methodology: Building on the internal social capital perspective, a multivariate regression analysis was conducted to investigate the impact of front/back-office structure on the NSD performance through knowledge transfer as an intermediate variable. The data was collected through a survey questionnaire from 198 project-level officers in the commercial banking industry of China. Contribution: This study advances the understanding of front/back-office structure’s influence mechanism on new service development activity. It reveals that knowledge transfer plays a critical role in bridging the impact of front and back-office separation to NSD performance under the trend of digitalization of service organizations. Findings: This study verified the positive effects of front/back-office social capital on NSD performance. Moreover, knowledge transfer predicted the variation in NSD performance and fully mediated the effect of front/back-office social capital on NSD performance. Recommendations for Practitioners: Service organizations should optimize knowledge transfer by promoting the social capital between front and back-office to overcome the negative effect organizational separation brings to NSD. Service and other organizations could explore developing an internal social network management platform, by which the internal social network could be visualized and dynamically managed. Recommendation for Researchers: The introduction of information and communications technology not only divides the organization into front and back-office, but also reduces the face-to-face customer contact. The impacts of new forms of customer contact to new service development and knowledge transfer between customer and service organizations call for further research. Along with the digital servitization, some manufacturing organizations also separate front and back-offices. The current model can be applied and assessed further in manufacturing and other service sectors. Impact on Society: The conclusion of this study guides us to pay attention to the construction of social capital inside organizations with front/back-office structure and implicates introducing and developing sociotechnical theory in front/back-office issue undergoing technological revolution. Future Research: As this study is based on the retail banking industry, similar studies are called upon in other service sectors to identify differences and draw more general conclusions. In addition, as the front and back-offices are being replaced increasingly by information technology such as artificial intelligence (AI), it is necessary to advance the research on front/back-office research with a new theoretical perspective, such as sociotechnical theory.

Aim/Purpose: The present study examines the effect of perceived organisational and co-worker support on the adjustment of repatriates and its impact on their intention to transfer knowledge in multinational companies (MNCs). It also examines the relationship between perceived organisational support, co-worker support, and knowledge transfer through the mediating role of repatriate adjustment. Background: The ability of acquiring and utilising international knowledge is one of the core competitive advantages of MNCs. This knowledge is transferred by MNCs across their subsidiaries efficiently through repatriates, which will result in superior performance when compared to their local competitors. But in MNCs the expatriation process has been given more emphasis than the repatriation process; therefore, there is limited knowledge about repatriation knowledge transfer. Practically, the knowledge transferred by repatriates is not managed properly by the MNCs. Methodology: The proposed model was supported by Uncertainty Reduction Theory, Organisational Socialisation Theory, Organisational Support Theory, and Socialisation Resource Theory. The data were gathered from 246 repatriates working in Indian MNCs in the manufacturing and information technology sectors who had been on an international assignment for at least one year. The data obtained were analysed using Structural Equation Modeling (SEM) using AMOS 21 software. Contribution: The present study expands prior research on repatriate knowledge transfer by empirically investigating the mediating role of repatriate adjustment between perceived support and repatriate knowledge transfer in MNCs. The present study also highlights that organisational and co-worker support during repatriation is beneficial for repatriate knowledge transfer. It is important that MNCs initiate support practices during repatriation to motivate repatriates to transfer international knowledge. Findings: The results revealed that both perceived organisational and co-worker support had a significant role in predicting repatriate adjustment in MNCs. Furthermore, the results also revealed that perceived organisational and co-worker support increases repatriate knowledge transfer through repatriate adjustment in MNCs. Recommendations for Practitioners: This study indicates the role of management in motivating repatriates to transfer their knowledge to the organisation. The management of MNCs develop HR policies and strategies leading to high perceived organisational support, co-worker support, and repatriate adjustment. They need to pay particular attention to the factors that affect the repatriates’ intention to share knowledge with others in the organisation. Recommendation for Researchers: Researchers can use the validated measurement instrument which could be essential for the advancement of future empirical research on repatriate knowledge transfer. Impact on Society: The present study will assist MNCs in managing their repatriates during the repatriation process by developing an appropriate repatriation support system. This will help the repatriates to better adjust to their repatriation process which will motivate them to transfer the acquired knowledge. Future Research: Future research can adopt a longitudinal style to test the different levels of the adjustment process which will help in better understanding the repatriate adjustment process. Additionally, this model can be tested with the repatriates of other countries and in diverse cultures to confirm its external validity. Furthermore, future research can be done with the repatriates who go on an international assignment through their own initiative (self-initiated expatriates).

Aim/Purpose: ************************************************************************ After its investigation, the Research Ethics, Integrity, and Governance team at RMIT University found that the primary author of this paper breached the Australian Code and/or RMIT Policy and requested that the article be retracted. ************************************************************************** This paper aimed to examine the influence of ethical and transformational leadership on employee creativity in Malaysia’s private higher education institutions (PHEIs) and the mediating role of organizational citizenship behavior. Background: To ensure their survival and success in today’s market, organizations need people who are creative and driven. Previous studies have demonstrated the importance of ethical leadership in fostering employee innovation and good corporate responsibility. Research on ethical leadership and transformational leadership, in particular, has played a significant role in elucidating the role of leadership in relation to organizational citizenship behavior (OCB). In this study, we have focused on ethical and transformational leadership as an antecedent for enhancing employee creativity. Despite an increase in leadership research, little is known about the underlying mechanisms that link ethical leadership and transformational leadership to OCB. Because it sheds light on factors other than ethical leadership and transformational leadership that influence employees’ extra-role activity, this research is relevant theoretically. OCB may have a mediating function between ethical leadership and transformational leadership style and employee creativity because it is associated with the greatest outcomes, but empirical research has yet to prove this. So, one of the study’s goals is to add to the hypotheses about how ethical leadership style and transformational leadership affect employee creativity by using an important mediating variable – OCB. Methodology: This study adopted a quantitative approach based on a cross-sectional survey and descriptive design to gather the data in a specific period. A convenient sampling approach was used to gauge 275 employees from Malaysia’s PHEIs. To test the hypotheses and obtain a conclusion, the acquired data was analyzed using the partial least square technique (PLS-SEM). Contribution: The study contributes to leadership literature by advancing OCB as a mediating factor that accounts for the link between ethical and transformational leadership and employee creativity in the higher education sector. Findings: According to the research, OCB has a substantial influence on the creativity of employees. Furthermore, ethical leadership boosted OCB and boosted employee creativity, according to the research. OCB and employee creativity have both been demonstrated to benefit greatly from transformational leadership. Further research revealed that OCB is a mediating factor in the link between leadership styles and creative thinking among employees. Recommendations for Practitioners: Higher education institutions should focus on developing leaders who value transparency and self-awareness in their interactions with followers and who demonstrate an inner moral perspective in addition to balanced information processing to ensure positive outcomes at the individual and organizational levels. Higher education institutions should place a priority on hiring leaders that exhibit ethical and transformational traits to raise awareness of these leadership styles among employees. Recommendation for Researchers: The new study also adds significantly to the body of knowledge by examining the relationship between ethical and transformational leadership and the creativity of the workforce. It aimed to identify the relationship between transformational leadership style and individual creativity in higher education by examining the mediating influence of OCB. Impact on Society: Higher education institutions should devise strategies for developing ethical and transformative leaders who will assist boost OCB and creativity within their workforce. Students and faculty in higher education can benefit from these leadership methods by learning to think in more diverse ways and by developing thought processes that lead to a larger pool of innovative ideas and solutions. As a consequence, employees who show creative behavior may be effectively managed by leaders who utilize ethical and transformational leadership styles and motivate them to show OCB that allow them to solve creative problems creatively. Future Research: A mixed-methods approach should be used in future research, and this should be done in public institutions in developing and developed nations to put the findings to use and generalize them even further. Future research will be able to examine other mediators to learn more about how and why ethical and transformational leadership styles affect PHEI employees’ creativity.

Aim/Purpose: The purpose of this study is to identify the key determinants hindering Knowledge Transfer (KT) practices for Information Technology Project Managers (ITPMs) Background: The failure rate of IT projects remains unacceptably high worldwide, and KT between project managers and team members has been recognized as a significant issue affecting project success. Therefore, this study tries to identify the determinants of KT within the context of IT projects for ITPMs. Methodology: A systematic review of the literature (SLR) was employed in the investigation. The SLR found 28 primary studies on KT for ITPMs that were published in Scopus and Web of Science databases between 2010 and 2023. Contribution: Social Cognitive Theory (SCT) was used to build a theoretical framework where the determinants were categorized into Personal factors, Environmental (Project organizational) factors, and other factors, such as Technological factors influencing ITPMs (Behavioral factors), to implement in KT practices. Findings: The review identified 11 key determinants categorized into three broad categories: Personal factors (i.e., motivation, absorptive capability, trust, time urgency), Project Organizational factors (i.e., team structure, leadership style, reward system, organizational culture, communication), and Technological factors (i.e., project task collaboration tool and IT infrastructure and support) that influence implementing KT for ITPMs Recommendations for Practitioners: The proposed framework in this paper can be used by project managers as a guide to adopt KT practices within their project organization. Recommendation for Researchers: The review showed that some determinants, such as Technological factors, have not been adequately explored in the existing KT model in the IT projects context and can be integrated with other relevant theories to understand how a project manager’s knowledge can be transferred and retained in the organization using technology in future research. Impact on Society: This study emphasizes the role of individual actions and project organizational and technological matters in shaping the efficacy of KT within project organizations. It offers insight that could steer business owners or executives within project organizations to closely observe the behavior of project managers, thereby securing successful project outcomes. Future Research: The determinant list provided in this paper is acquired from extensive SLR and, therefore, further research should aim to expand and deepen the investigation by validating these determinants from experts in the field of IT and project management. Future studies can also add other external technological determinants to provide a more comprehensive KT implementation framework. Similarly, this research does not include determinants identified directly from the industry, as it relies solely on determinants found in the existing literature. Although a comprehensive attempt has been made to encompass all relevant papers, there remains a potential for overlooking some research in this process.

Aim/Purpose: The last decade has witnessed a tremendous progression in mobile penetration across the world and, most importantly, in developing countries like India. This research aims to investigate and analyze the factors influencing the adoption of mobile payments (M-payments) in the Indian rural population. This, in turn, would bring about positive changes in the lives of people in these countries. Background: A conceptual framework was worked upon using UTAUT as a foundation, which included constructs, namely, facilitating conditions, social influences, performance expectancy, and effort expectancy. The model was further extended by incorporating the awareness construct of m-payments to make it more comprehensive and to understand behavioral intentions and usage behavior for m-payments in rural India. Methodology: A questionnaire-based study was conducted to collect primary data from 410 respondents residing in rural areas in the state of Punjab. Convenience sampling was conducted to collect the data. Structural equation modeling was used to conduct statistical analysis, including exploratory and confirmatory factor analyses. Contribution: A new conceptual model for M-payments adoption in rural India was developed based on the study’s findings. Using the findings of the study, marketers, policymakers, and academicians can gain insight into the factors that motivate the rural population to use M-payments. Findings: The study has found that M-payment Awareness (AW) is the strongest factor within the proposed model for deeper diffusion of M-payments in rural areas in the state of Punjab. Performance expectancy (PE), effort expectancy (EE), social influences (SI), and facilitating conditions (FC) are also positively and significantly related to behavioral intentions for using M-payments among the Indian rural population in the state of Punjab. Recommendations for Practitioners: M-payments are emerging as a new mode of transactions among the Indian masses. The government needs to play a pivotal role in advocating the benefits linked with the usage of M-payments by planning financial literacy and awareness campaigns, promoting transparency and accountability of the intermediaries, and reducing transaction costs of using M-payments. Mobile manufacturing companies should come up with devices that are easy to use and incorporate multilanguage mobile applications, especially for rural areas, as India is a multi-lingual country. A robust regulatory framework will not only shape consumer trust but also prevent privacy breaches. Recommendation for Researchers: It is recommended that a comparative study among different M-payment platforms be conducted by exploring constructs such as usefulness and ease of use. However, the vulnerability of data leakage may result in insecurity and skepticism about its adoption. Impact on Society: India’s rural areas have immense potential for adoption of M-payments. Appropriate policies, awareness drives, and necessary infrastructure will boost faster and smoother adoption of M-payments in rural India to thrive in the digital economy. Future Research: The adapted model can be further tested with moderating factors like age, gender, occupation, and education to understand better the complexities of M-payments, especially in rural areas of India. Additionally, cross-sectional studies could be conducted to evaluate the behavioral intentions of different sections of society.

The purpose of this investigation is to define the central contents and issues of the impact of informing systems on the rise and development of Virtual Civilization. The methodology is based on an interdisciplinary big-picture view of the Virtual Civilization’s elements of development and their interdependency. Among the findings are: Virtual Civilization has infrastructural characteristics, a world-wide unlimited, socially constructed work and leisure space in cyberspace, and it can last centuries/millennia - as long as informing systems are operational. Practical implications: The mission of Virtual Civilization is to control the public policy of real civilizations in order to secure the common good in real societies. Social implication: The quest for the common good by virtual society may limit or even replace representative democracy by direct democracy which, while positively solving some problems, may eventually trigger permanent political chaos in real civilizations. Originality: This investigation, by providing an interdisciplinary and civilizational approach at the big-picture level defined the ethics question of the role of informing systems in the development of Virtual Civilization.

Aim/Purpose: Sharing ideas generated in a Business Intelligence (BI) Applications class to upgrade an Information System in to an Informing System. Background: Course Registration is the essential university’s business process in a university that follows a liberal-arts education model. Almost all categories of users are involved, including students, individual faculties and departments, and administration. A typical Information System, designed to support this process, allows departments to schedule selected courses for a particular time slot and location, and allows students to choose courses to study for the semester. Methodology: The course project is to design a BI application. Domain knowledge is essential for such projects and course registration was the natural choice for this class. The assignment includes (1) identifying the categories of stakeholders; (2) identifying the information needs of different categories; (3) identifying available information sources; (4) identifying how is possible to acquire the additional data; and (5) designing the Extract-Transform-Load (ETL) process and interface scenarios in a way to inform clients. Contribution: Contributions are in two directions: (1) pedagogy - involving students in such a project motivates creativity, also enforcing students to think in cost-benefit framework may lead to creation of really effective and efficient solutions; (2) practice - implementation of some of the ideas could be with low cost, but with high impact. Findings: Exploring BI techniques may increase the informing value of existing Information Systems. Recommendations for Practitioners: Careful analysis of information needs and the way information is used, combined with deep domain knowledge and understanding the value provided by Data Mining techniques, is the way to initiate a process of transforming an Retrieval Information System to better inform clients. Recommendation for Researchers : Combining pedagogy with practice allows one to overcome routine thinking and may lead to effective solutions. This needs further structuring and research on outcomes. Impact on Society Transforming Information towards Informing Systems has a significant impact by allowing users to make rational data driven decisions in an efficient way. Future Research: The future of this project is implementation of developed ideas and assessment of the results. Impact on Society : Transforming Information towards Informing Systems has a significant impact by allowing users to make rational data driven decisions in an efficient way. Future Research: The future of this project is implementation of developed ideas and assessment of the results.

Aim/Purpose: To understand the process of social change creation in social entrepreneurial ventures (SEVs), specifically emphasizing the role and nature of the communicative process in social change creation. Background: Drawing on data from seven SEVs from India and the US and employing a grounded theory methodology, this research scrutinizes the social change process and uncovers the role and characteristics of dialogue in this process. Methodology: Qualitative data was collected from seven social entrepreneurial organizations over a period of eight months from July 2011 to February 2012. Semi-structured interviews were conducted with a wide range of members within these social entrepreneurial organizations (n=27) with additional informal interviews with field workers and volunteers. Data from the semi-structured interviews and notes from observations were integrated with analyses of archival resources. Contribution: There is little scholarship about the process of social change creation and the necessary conditions to promote social change over time. Understanding the process of social change creation and the individual, interpersonal, and organizational conditions that facilitate the process is central to design of effective trans-sector TD problem solving ventures. This paper focuses on the process of social change creation in social entrepreneurial settings, specifically emphasizing the role and nature of the communicative process in social change creation. Findings: The reflections and experiences of the members of SEVs revealed that social entrepreneurship is a collective endeavor and this collective character is essential to its success. Collective organization and synergy, deep intra-organizational communication, and a conducive organizational context are critical for the creation of collective wisdom and knowledge networks for long-term collaborative community capacity building. Dialogue emerged as a central category linking the other categories to explain the process of social change creation. Organic organizational structure enables knowledge creation and integration through the process of organizational learning through deep and continuous social interaction, or dialogue. Recommendations for Practitioners: This research elucidated the key characteristics of the organizational context required to support the creation of social change. It also identified the critical role and characteristics of the communicative process required to generate structural knowledge and collective wisdom at the organizational level. Recommendation for Researchers: For individual and organizational learning, trans-sector transdisciplinary organizations require an appropriate organizational context. Key elements of such an organizational context include (1) understanding the ecology of the social problem; (2) organic organizational structure; (3) continuous and deep social interaction among all levels of the organization; (4) employee and community autonomy and empowerment; and (5) attention to subtle environmental changes in the system. These elements in combination lead to the creation of collective wisdom. Collective wisdom then feeds back into the conception, planning, and action stages of the iterative cycle of organizational knowledge creation to create positive social change. Impact on Society: Same as above Future Research: Future research model theoretically and study empirically the ecology of social entrepreneurship and trans-sector TD problem solving more broadly. For example, the ways in the personal attributes of social entrepreneurs (e.g., their leadership style, networking abilities) combine with circumstances at organizational, institutional, and international levels to influence the effectiveness of their efforts to promote positive social change within local and global communities. Second, the grounded theoretical framework developed here should be further refined and elaborated through the identification of additional key contextual factors that affect SEVs’ capacity to promote positive social change and to achieve sustainability in different socio-environmental contexts. There is also a need to translate the findings from this research to facilitate the creation of more inclusive problem solving contexts and practices.

Aim/Purpose: Developing Digital Platform Ecosystems (DPE) to transform conventional Knowledge Management Systems (KM/KMS) scenarios promises significant benefits for individuals, institutions, as well as emerging knowledge economies. Background: The academic entrepreneurship project presented is aiming for such a KMS-DPE configuration. Having consolidated this author’s own and external re-search findings, realization is currently commencing with a start-up in a business incubator. Methodology: Design science research applying mixed one-sample case study and illustrative scenario approach focusing on conceptual analysis and entrepreneurship. Contribution: Although (academic) entrepreneurship is a young research area with recently growing interest, publications focusing on this transitional stage between maturing research and projected commercial viability of digital technologies are rare. Findings: A roadmap looking beyond the immediate early-start-up perspective is out-lined by integrating recent development-stage-related DPE-research and by addressing stakeholders diverse informing needs essential for system realization. Recommendations for Practitioners and Researchers: As this transdisciplinary perspective combines KM, informing, design science, and entrepreneurial research spaces, it may assist other researchers and practitioners facing similar circumstances and/or start-up opportunities. Impact on Society: The article advances the understanding of how DPE communities may serve members with highly diverse skills and ambitions better to gainfully utilize the platform’s resources and generative potential in their personal and local settings. Future Research: As the entrepreneurial agenda will complement (not substitute) the academic research, research priorities have been highlighted aligned to three future stages.

Lihan TONG,Weijia LI,Qingxia YANG,Liyuan CHEN,Peng CHEN, Vol.E107-D, No.11, pp.1472-1475
We present Ksformer, utilizing Multi-scale Key-select Routing Attention (MKRA) for intelligent selection of key areas through multi-channel, multi-scale windows with a top-k operator, and Lightweight Frequency Processing Module (LFPM) to enhance high-frequency features, outperforming other dehazing methods in tests.
Publication Date: 2024/11/01

The law of requisite variety is widely employed in management theorizing, and is linked with core strategy themes such as contingency and fit. We reflect upon requisite variety as an archetypal borrowed concept. We contrast its premises with insights from institutional and commitment literatures, draw propositions that set boundaries to its applicability, and review the ramifications of what we term "complexity misalignment." In this way, we contradict foundational assumptions of the law, problematize adaptation- and survival-centric views of strategizing, and theorize the role of human agency in variously complex regimes.

An undated image of Ivanka Trump. — Instagram/@ivankatrump

Ivanka Trump, the eldest daughter of former United States president Donald Trump, is often seen flaunting her flawless looks and she recently recently opened up about her fitness journey.

The 43-year-old...

While technology is key for digital transformation in healthcare, the human element is equally, if not more, important

Federal and local authorities ramped up security measures across downtown Washington, D.C. this weekend, with businesses installing protective barriers and federal buildings receiving additional fortification ahead of Tuesday's presidential election.

My Little Pony finally made it to the winner's circle.

Post-doctoral scientist position is open for the project "Towards an integrated prediction of Land & Sea Responses to global change in the Mediterranean Basin" (LaSeR-Med), which focusses on integrated socio-ecological modelling. The duration of the contract is initially one year, with a possible extension for a second year, depending on the initial results. The post-doc will be based within the Mediterranean Institute of marine and terrestrial Biodiversity and Ecology (IMBE) in Aix-en-Provence, France. The project is part of the Labex OT-Med (http://www.otmed.fr/).

Applicants should hold a doctoral degree in physics, chemistry, microbiology, geosciences, environmental sciences or a related field of science. They should be familiar with modelling biogeochemical interactions between ecosystems and capable to further develop existing numerical ecosystem models. Programming skills (C) and modelling experience are therefore mandatory. Knowledge of R and of Unix/Linux environment will be an advantage. The candidate should have good written and oral communication skills. For work, good skills in the English language will be essential.

The project:

Terrestrial and marine ecosystems are connected through groundwater, river discharge and nutrient outflows (especially N and P). River catchments in the Mediterranean are N-intensive regions, mostly due to intensive agriculture in the North and to crop N2 fixation or food & feed import in the South. The fraction of nutrient reaching the sea constitutes significant anthropogenic forcing of many marine biological processes. For simulating the dynamics of the first levels of the marine food web (from nutrients to jellyfishes), the ocean biogeochemical model, Eco3M-MED, used and developed by the Mediterranean Institute of Oceanography (MIO) within OT-Med, currently uses N and P measurements at river mouths, e.g. for the Rhône.

In order to estimate the impacts of global change on the functioning of marine ecosystems, the project aims at modeling the dependency of N and P outflows to the Mediterreanean sea toward land management. Land management is modelled as part of the agro-ecosystem model LPJmL (Bondeau et al., 2007), that has been especially adapted to the Mediterranean cropping systems (Fader et al., 2015). Among others, LPJmL simulates the daily carbon and water cycles, and the river discharges to the sea. Following existing approaches in the scientific literature, the post-doc will implement the nutrient N and P transfer in LPJmL, covering the net nutrient inputs to the river catchments by accounting for the processes occurring at the agro-ecosystem level (N2 biological fixation, fertilization, atmospheric deposition) and the net food and feed imports. Since only a minor fraction of the net nutrient inputs from Mediterranean basins reaches the sea, the retention along the nutrient cascade will have to be added to the LPJmL river routing scheme, similarly to the method used by the Riverstrahler model. Once the nutrient transfers have been introduced into LPJmL, simulations will be validated using current climate and land use forcing for comparisons with the existing observations from river outlets. Finally, future conditions will be assessed by using the model with scenarios of changing regional climate and land use / land management.

Your application:

Applications should contain a suitable motivation letter describing your anticipated role in the project, a CV, a list of scientific publications and the names of at least two scientists that can be contacted for references. They must be sent to Ms. Gabriela Boéri (gabriela.boeri@imbe.fr). Please prepare your application as a single file in pdf-format.

Questions about the project or the position can be directed to Dr. Alberte Bondeau (alberte.bondeau@imbe.fr). The position will be filled as soon as a suitable candidate has been found – work should start soon after that date. The salary and contract conditions will be determined according to standards set by Aix-Marseille University – questions in this regard can be directed to Sophie Pekar (pekar@otmed.fr).

Transformation.  

As leaders, its a prayer we pray, a decree we sing over our congregation. We cry out for a shift in holiness. We desire a change of heart, for our church to be refined by the experience of worship. It’s easy to lift up your voice to the heavens, declaring God’s goodness and mercy, but lives are changed through the act of sincere transformation.  

Stories are powerful, and when someone comes forward with a testimony, something stirs within us. We relate, we believe, we hope. And that is the power behind transformational leadership.  

I was recently listening to a John Maxwell sermon, and he spoke about this very topic. I can’t take credit for the 4 points I’m about to share with you, but when I heard them I knew it was something worth sharing.  

We can read all the books we want on the types and styles of leadership, and honestly, it will always come down to your personality and how God has called you to lead. There’s no right or wrong way. But there is a truth that remains universal, and that is that leadership calls us to live life at a higher level. Leadership that sparks change and inspires movement requires a lifestyle that leaves no room for safety or compromise.  

All transformation happens through a transformational leader. Look at Scripture, for an example. Paul experienced one of the most radical life changes we see, and without his leadership, we would be missing 13 of the 27 books of the New Testament  

The book of Acts, at its core, is about how men stood unified and influenced an entire religious movement. King Xerxes was transformed by Esther’s faith and courage. Moses led an entire nation to freedom because he made the choice to live a life of trust and risk. These biblical heroes are set apart by their intentionality.  

They chose things normal people were not choosing, they honored God in ways others were not. This is what transformational leadership is about.  

So let’s dig into what it looks like for us to be a transformational leader amongst our church and teams.  

Transformational leaders see things other people do not see.  

Remember the story of the Good Samaritan? Many leaders passed by the man beaten and stripped that day. But it was the Samaritan, the unlikely hero, that saw what others refused to see. He transformed that man’s life through the power of touch and empathy.  

Are your eyes open to ministry moments? When you begin your rehearsals, are you so wrapped up in the sound check that you miss an opportunity to bless the new vocalist with introductions? Do you purposefully interact with those who serve unseen? Do you pick up the trash that everyone seems to dismiss? Honor is shown through the noticing. Begin praying for God to open your heart and prompt you as you serve each week.  

Transformational leaders say things other people do not say.  

Again, I am reminded of the story of Esther. She was told from day one not to reveal her Jewish roots. But when it came down to conviction, she had the courage to speak truth, and she was rewarded greatly for it. Transformational leadership takes conviction and bravery. People do not follow titles, they follow courage.  

What has God planted in your heart that needs to be spoken? What song needs to be sung? What person needs to be counseled? What words need to be said to yourself? Do not fear this part of leadership. Life and death are within the tongue, so use every opportunity to speak bold life over those God’s entrusted to you.  

Transformational leaders believe things other people do not believe.  

When Lazarus passed, the mourners came in droves, and Jesus was soon informed of his friend’s death. As He approached, Martha met Him there. She ran to Him and exclaimed, “If you had been here my brother would not have died!” The passage goes on as Jesus asks her if she believes He is who He says He is. She chooses to believe and even calls out her sister Mary to voice the same. This belief led to Jesus calling for Lazarus to rise from the grave, a miracle that confirmed that family's faith and legacy.  

Sometimes in ministry, we are called to believe beyond what even our pastoral leadership can see. Attendance, salvations, offerings, healings. Transformation happens when a congregation sees its leadership believing the unbelievable. It instills hope and trust in a God that is bigger than what we see. What do you, as a leader, need to be believing over your team, over your church, over your family in this season?  

Transformational leaders do things other people will not do.  

The story of Daniel has always been a powerful one in my life. When King Darius decrees that no man should pray to anyone but himself, Daniel continues to pray 3 times a day to God. When discovered, he’s thrown in the lions' den, and I think we all know how that turned out. God honored Daniel’s obedience and willingness to do what others would not do. It took courage, it took conviction, but Daniel’s belief in God was stronger than the consequences. His heart was settled.  

There will be times where you will be asked to do what others might not do. There may be convictions or levels of lifestyle you must obey because you’ve chosen this path of transformational leadership. Your life might look more conservative, it might look more dangerous, it might look more financially minimalistic. Whatever God is calling you to do or to not do, have the courage to say yes. Have the gall to live boldly in your conviction. This will always have a ripple effect among teams.  

Transformational leadership is not easy. It is isolating at times and misunderstood. But trying to lead without a heart of transformation can only get you so far. Without the courage to see differently, speak boldly, believe audaciously, and do rightly, you set your team up for failure. So as we move into the summer months, take this time of rest and reflection. Use it to examine your heart and see what God needs from you in each of these areas. What do you need to say? What do you need to believe this year? What do you need to do that will spark change? What will you see that will lead others' eyes to open? Ask God to transform your heart during this season, and watch as it transforms your leadership. 

Being a parent of school-aged children is no small task in the 21st Century. The reasons Christian parents opt to send their children to public school vary. Regardless of why you opt to send your child to a public school, it is important for you to be a vigilant, involved parent.  Proverbs 22:6 (KJV) says, "Train up a child in the way he should go, and when he is old, he will not depart from it." Your child's formative years of moral development are happening concurrently with foundational...

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