Narrow Results

Gamification, the idea of inserting game dynamics into portals or social networks, has recently evolved as an approach to encourage active participation in online communities. For an online community to start and proceed on to a sustainable operation, it is important that members are encouraged to contribute positively and frequently. We decided to introduce gamification in an online community that we designed and developed with the Australian Government's Department of Human Services to support welfare recipients transitioning from one payment to another. We first defined a formal model of gamification and a gamification design process. In instantiating our model to the online community, we realised that our context applied a number of constraints on the gamification elements that could be introduced. In this paper, we outline the design and implementation of a gamification model for online communities and its instantiation into our context, with its specific requirements. While we cannot comment on the success of gamification to drive user engagement in our context (for lack of the possibility of a controlled experiment), we found our implementation of badges-based gamification a helpful way to provide a useful abstraction on the life of the community, providing feedback enabling us to monitor and analyze the community. We thus show how feedback provided by such gamification data has a potential to be useful to community providers to better understand the community needs and addressing them appropriately to maintain a level of engagement in the community.

Strategic Partnerships – an important tool for social engagement at Science Centre Singapore.

Healthcare IT India Summit kicks off on a high note: Revolutionizing the future of Healthcare IT.

From Home to Hospital: Digitisation of Healthcare.

Microsoft with RingMD, Oneview Healthcare, Vital Images, Aruba, and Clinic to Cloud: The Ecosystem of Healthcare Solutions Providers in Asia.

Data Helps in Improving Nursing Practice, Making Better Decisions.

Launch of Asian Branch for QuintilesIMS Institute.

Goal/purpose: This study focused on information professionals working in the GLAM (galleries, libraries, archives and museums) sector, and how information was sought and used by them for community engagement and to attain wiser outcomes. The primary purpose was to investigate the information collection, use, reflection and values of professionals in the GLAM sector to determine if wise actions occur that may potentially benefit the community.

Methodology: A qualitative approach was used to conduct this research using the wise action model’s (WAM) wisdom characteristics. Data were collected from information professionals working in managerial positions in the GLAM sector using in-depth interviews. Thematic analysis was used to analyse the data.

Results: The findings indicate that while most participants exhibit some elements of wisdom, there are gaps that need to be addressed before wise functioning is deemed applicable in their roles. While knowledgeable information acquisition and community engagement were very visible, more emphasis on values and stakeholder well-being is recommended for wiser considerations.

Originality/Value: Study of wisdom certainly deserves more attention in knowledge management research as previous studies have indicated. With increasing stresses in the lives of professionals, it is now more important than ever to gain an understanding of how much wisdom prevails in organisational functioning to improve the works of individuals and consequently improve the well-being of impacted communities.

Computational systems for human–robot interaction (HRI) could benefit from visual perceptions of social cues that are commonly employed in human–human interactions. However, existing systems focus on one or two cues for attention or intention estimation. This research investigates how social robots may exploit a wide spectrum of visual cues for multiparty interactions. It is proposed that the vision system for social cue perception should be supported by two dimensions of functionality, namely, vision functionality and cognitive functionality. A vision-based system is proposed for a robot receptionist to embrace both functionalities for multiparty interactions. The module of vision functionality consists of a suite of methods that computationally recognize potential visual cues related to social behavior understanding. The performance of the models is validated by the ground truth annotation dataset. The module of cognitive functionality consists of two computational models that (1) quantify users’ attention saliency and engagement intentions, and (2) facilitate engagement-aware behaviors for the robot to adjust its direction of attention and manage the conversational floor. The performance of the robot’s engagement-aware behaviors is evaluated in a multiparty dialog scenario. The results show that the robot’s engagement-aware behavior based on visual perceptions significantly improve the effectiveness of communication and positively affect user experience.

This study explores the relationship between authentic leadership and innovation at the team level of analysis. The proposed research model outlines the intervention of three mediating variables: cognitive integration, affective integration, and work engagement. Data were collected from 32 organizations (132 teams) ascribed to the so-called digital ecosystem, an organizational context in which the needs for authentic leadership and innovation seem to be integral to the firm’s performance to succeed in the marketplace. The research supported the presence of a positive relationship between authentic leadership and innovation in work teams. Additionally, affective integration and engagement were found to mediate the relationship between the dependent and the independent variables. Cognitive integration, however, did not manifest any mediating effect. Theoretically, these findings support the consideration of authentic leadership as a job resource that is able to enhance the organizational outcomes, according to the Job Demand and Resources Model.

Drawing on the Conservation of Resources and Social Exchange Theories, this study examines the relationship between employee engagement for innovation (EEI) and innovative performance (IP) through discretionary efforts (DE) and knowledge sharing (KS). We collected data from 202 peer dyads of 15 universities in Pakistan and used SmartPLS 4 for hypotheses testing. Results indicated a significant positive relationship between EEI, DE, KS and IP. In contrast, mediation mechanism via DE and KS did not show the expected mediation effects. This outcome can be attributed to the unique socio-cultural context in which we collected the data. This work focussed on employees working in a collectivist culture within a patriarchal society, where traditional hierarchical structures and values influence the dynamics between EEI, DE, KS and IP. We also discuss the theoretical and practical implications and the directions for future research.

Groundwater use often has external effects on both the environment and future groundwater benefits, leading to overwithdrawal. Ostrom’s research on common property resources (CPRs) and related literature indicates that CPR management may improve if users have more information about the groundwater system, more opportunities for communication, and empowerment to regulate. In this paper, we conduct a computer laboratory experiment involving 180 students to evaluate the role of these components of engagement in reducing irrigation withdrawals from an aquifer. Our treatments, which consisted of different levels of information, communication, and empowerment, resulted in decreases in groundwater extraction and increases in irrigation profits over nine-year extraction horizons. Enhanced information and communication also increased the fraction of subjects who voted for and complied with collective action in the form of quotas on pumping levels.

Is the much discussed ‘rise of China’ a threat or an opportunity for the rest of the region of which it has historically been such a dominant part? This question is an especially pressing concern for the countries of Southeast Asia as they try to come to terms with a neighbour which dwarfs them economically, strategically and even demographically. Indeed, the impact of China’s demographic expansion has been felt throughout the region for several hundred years, as the Chinese diaspora has come to assume an economic and political importance in Southeast Asia that is out of proportion with its actual size (Cheung 2004). Now, with the re-emergence of mainland China as the region’s dominant economy and its most important strategic actor, new challenges confront Southeast Asia’s political elites as they try to come to terms with a rapidly evolving regional order. Complicating this political calculus is the fact that China is becoming stronger while the US — the traditional mainstay of regional security — appears to be going into decline (Beeson 2008). The key question for Southeast Asia’s smaller economies and less powerful polities is can they manage — or at least successfully come to terms with — a re-ascendant giant neighbour to their north?…

The following sections are included:

• Identify the distinct elements of major sports from a social media perspective
• Evaluate how the different stakeholders in major sports use social media
• Describe the importance of social media use for sporting events
• Distinguish between the different objectives which teams, leagues, and national governing bodies have when using social media

After studying this chapter, you will be able to:

• Define the concept of relationship marketing
• Describe relationship marketing as a business approach
• Explain the application of relationship marketing in sport
• Describe the intersection between social media and relationship marketing in sport
• Identify the three core components of relationship marketing
• Identify the benefits of social media in building relationships with customers
• Apply the principles of relationship marketing to social media content creation
• Create a plan for addressing contemporary issues using social media to build relationships

After studying this chapter, you will be able to do the following:

• Understand the importance of using social media to develop a sport brand, for a team as well as an individual athlete.
• Evaluate the various ways organizations, teams, and athletes use social media to enhance their brand and create brand equity.
• Recognize the role of brand associations and brand personality in social media strategies.
• Discuss the strategies of using social media to aid in rebranding of a sport organization.
• Identify strategies that may work best for particular organizations in brand management.

After reading this chapter, you should be able to do the following:

• Understand the impact of social media on traditional sports media
• Discuss the concepts of social media within a sports journalism context
• Recognize techniques to engage in personal branding as a sports journalist
• Identify strategies to gather information using social media as a sports journalist
• Describe how social media can enhance an online broadcast of sport
• Understand the role of social media in contemporary sports media
• Apply social media strategies to a variety of contexts within sports media

The chapter examines the initiatives manifested in Russia for the sustainable development of the economy of the regions. The awareness of the importance of this direction for the transformation of the regional socio-economic system is emphasized. Conclusions are drawn about the need to involve the potential of environmental marketing in the issues of the socio-ecological and economic agenda. One of the significant tasks of environmental marketing in the positive transformation of the regional economy is the involvement of the population in the sustainable development agenda.

Challenging tasks are essential in developing and demonstrating mathematical understanding. They provide opportunities to learn and the motivation for student to engage with learning. This chapter highlights how the real-world and digital technologies provide many opportunities to design and implement challenging tasks for all learners. The affordances of technology-rich teaching and learning environments need more attention if teachers and their students are to be better enabled to maximise opportunities for learning mathematics. A range of tasks are presented and discussed. Planning by teachers for varied student responses is critical in enabling ‘as needed’ in-the-moment scaffolding to keep students engaged with mathematical thinking.

This chapter highlights the impact and manageability of rapid, constantly/ continuously and unique changes taking place in humanity that are affecting the existence individuals, as well as all categories of human organizations. It has been observed that the traditional Newtonian mindset, and its associated reductionist hypothesis and design paradigm that have served humanity ‘well’ are manifesting their limits/constraints, vulnerability and disparities. The crux of the issue is escalating complexity density, incoherency, greater mismatch among current thinking, principles, values, structure, dynamic, and hierarchical dominance, limited predictability, and the overall changing ‘reality’.

Vividly, order and linearity are not the only inherent attributes of humanity. Consequently, the significance, appropriateness and exploration of certain properties of complexity theory are introduced, partially to better identify, analyze, comprehend and manage the accelerating gaps of inconsistency — in particular, to nurture a new mindset. Arising from the new mindset, human organizations/systems are confirmed as intrinsic composite complex adaptive systems (composite CAS, nonlinear adaptive dynamical systems) comprising human beings/agents that are CAS. In this respect, leadership, governance, management, and strategic approaches adopted by all human organizations must be redefined.

Concurrently, a special focus on intelligence (and its associated consciousness), the first inherent strengths of all human agents, and its role as the key latent impetus/driver, is vital. This recognition indicates that a change in era is inevitable. Humanity is entering the new intelligence era — the core of the knowledge-intensive and complexity-centric period. Overall, an integrated intelligence/consciousness-centric, complexity-centric and network-centric approach is essential. It adopts a complexity-intelligence-centric path that focuses on the optimization of all intense intrinsic intelligence/consciousness sources (human thinking systems), better exploitation of the co-existence of order and complexity, and integration of networks in human organizations — (certain spaces of complexity must be better utilized, coherency of network of networks must be achieved, and preparation for punctuation point must be elevated).

The new holistic (multi-dimensional) strategy of the intelligent organization theory (IO theory) is the complexity-intelligence strategy, and the new mission focuses on the new intelligence advantage.

In this chapter, an introductory analysis of human intelligence and consciousness is executed to establish a conceptual foundation for the intelligent organization theory. Fundamentally, the new intelligence mindset and thinking, and intelligence paradigm focus on high intelligence/ consciousness-centricity. It concentrates on human intrinsic intelligence/ consciousness sources (its intense intelligence and consciousness — awareness and mindfulness), and stipulates that organizing around intelligence (a strategic component of the complexity-intelligence strategy) is the new strategic direction to be adopted by all human organizations in the present knowledge-intensive, fast changing, and not always predictable environment (limited predictability). In addition, the characteristics and variation in capabilities of intelligence and consciousness are further scrutinized using an intelligence spectrum (compared to other biological intelligence sources on this planet — encompassing proto-intelligence, basic life-intelligence, basic human intelligence and advanced human intelligence). In the intelligent organization theory, consciousness (awareness, mindfulness) only exists in the living/biological world, and mindfulness is confined to humanity.

Subsequently, intelligence/consciousness management and its associated dynamics that are critical activities of intelligent human organization (iCAS) are more deeply examined with respect to complexity-centricity (encompassing attributes such as stability-centricity, autopoiesis, symbiosis, self-centric, network-centric, org-centric, independency, interdependency, intelligence-intelligence linkage, engagement, self-organization/ self-transcending constructions, local space, complex networks, constructionist hypothesis and emergence). Concurrently, the urgency and impact for nurturing the new intelligence mindset and intelligence paradigm is also discussed. In a situation with escalating complexity density, this paradigmatic shift in mindset and thinking in leadership, governance and management of human organizations is highly significant for higher functionality and coherency — to all human interacting agents (both leaders and followers), as well as the organizations themselves.

Another component of the complexity-intelligence strategy examined is the nurturing of an intelligent biotic and complex adaptive macro-structure that will serve all human organizations better (towards higher coherency, synergy and structural capacity). The analysis clearly indicates the necessity of systemic transformation or structural reform that is more coherent with intelligence/consciousness, and information processing and knowledge acquisition capability. In this case, a greater operational/ practical utility and higher structural capacity can be achieved with the presence of the intelligent biotic macro-structure and agent-agent/ system micro-structure (principle of locality) that concurrently supports the intelligent complex adaptive dynamic (iCAD) better — a finer synchrony between structure and dynamic — higher intelligence advantage.

The inherent micro-structure (agent-agent/system) of human organizations has been introduced in Chapters 2 and 3. Fundamentally, human organizations are composite complex adaptive systems with human beings as interacting agents (each an intrinsic complex adaptive system). This chapter further analyzes the basic conceptual foundation of the multi-layer structure, including advantages of the intelligent biotic macro-structure (with inherent features similar to that of an intelligent biological being — a structural reform), and its unique and more integrative complex adaptive dynamic in intelligent human organizations (towards iCAD). The necessity of nurturing an intelligent biotic macro-structure with vital characteristics that better synchronize and enhance sophisticated information/knowledge-related activities is highly beneficial — achieving a higher structural capacity. Thus, the attributes, functions and higher structural capacity of the more intelligent biotic macro-structure can reinforced the competitiveness of any categories of human organizations extensively.

In this respect, connecting and engaging of intelligence/consciousness sources (individual and collective), organizing around intelligence, intelligence/ consciousness management, and the intelligent biotic macrostructure are mutually enhancing (towards higher coherency). Apparently, being intelligence/consciousness-centric is a beneficial and critical activator (strategic foundation) of the intelligence paradigmatic shift. In the present context, the roles and integration of intelligence, information and knowledge, as well as nurturing a ‘common’ language and elevating coherency in human organizations (with respect to the macro-structure and micro-structure, as well as their higher collectiveness — collectiveness capacity) must be more deeply scrutinized and utilized. The presence and significance of the individual intelligence enhancer encompassing three entities namely, intelligence, knowledge, and theory in the human thinking systems, and the necessity of nurturing a similar and effective intelligence enhancer at organizational level are analyzed. Subsequently, the supporting roles and contributions of artificial intelligence systems are also examined.

In between the macro-structure and micro-structure are two meso-structures. In the intelligent organization theory, the complexity meso-structure encompasses spaces of complexity and punctuation points. In this respect, complexity is a highly significant focal point, and the exploitation of co-existence of order and complexity is a new necessity (complexity-centricity). Next, the network meso-structure encompassing complex network (network of networks) is also an inherent structure and dynamic in all human organizations. This meso-structure is briefly introduced, and will be more deeply analyzed with respect to governance (network-centricity, network governance).

Hence, it is crucial to lead and manage human organizations with a strategic approach that integrates the above multi-layer structure/ dynamic at all time so that a higher structural capacity, collectiveness capacity, adaptive capacity, self-organizing capacity, and emergence-intelligence capacity can be nurtured. In the current highly competitive context, possessing these positive capabilities to elevate coherency and synergetic characteristics (including social consensus and the construal aspect) and dynamic is also highly crucial — a key focus of the complexity-intelligence strategy (towards achieving higher organizational mental cohesion). Hence, the significance and impact of nurturing intelligent human organizations with the complexity-intelligence-centric and network-centric approach that leads to the emergent of smarter evolvers and emergent strategists must be better understood and adopted. (The conceptual foundation on structural-dynamic coherency and synergy in intelligent human organizations developed in this chapter will be more deeply reviewed and exploited in later chapters.)

The five earlier chapters introduced the basic foundation (co-existence of order and complexity, sensitive dependence on initial conditions, complexity <=> presence of in-determinism and unpredictability, necessities to change, the intelligence paradigmatic shift, structural reform, complex adaptive systems and dynamic, and some other fundamental and critical properties/characteristics involved) of the complexity theory and intelligent organization (IO) theory. This chapter introduces the global/holistic complexity-intelligence strategy (with two macro-paths) of the IO theory (although, some sub-strategies/models have been mentioned or partially analyzed in earlier chapters). The new strategy attempts to provide more comprehensive linkages and coverage on some specialized aspects indicating that human organizations must be led and managed differently in the current context because of high complexity density. In this chapter, three sub-strategies of the holistic complexity-intelligence strategy that is vital for nurturing highly intelligent human organizations (iCAS) are examined. They are namely, organizing around intelligence, nurturing an intelligent biotic macro-structure, and the integrated deliberate and emergent strategy.

The intelligence/conscious-centricity aspect begins with a deeper analysis on human level intelligence and consciousness, complexity, collective intelligence, org-consciousness and their associated dynamics relative to that of some other biological species (swarm intelligence), as well as other physical complex adaptive systems (CAS) characteristics. It has been observed that human interconnectivity, interdependency, selforganizing communications, truthful engagement, complex networks, collective intelligence, orgmindfulness, orgmind, and emergence can be significantly dissimilar. The four different perspectives of organizing around intelligence are examined.

Next, the intelligent biotic macro-structure (introduced earlier in Chapters 3 to 4) that resembles a highly intelligent biological being, and is more effective at exploiting information processing and knowledge accumulation, and a smarter evolver are more deeply scrutinized. There exists a high synchrony between organizing around intelligence and the presence of a biotic macro-structure. Thus, the advantages and significance for intelligent human organizations to possess such an inherent biotic macro-structure to better exploit certain biological and complexity associated characteristics and dynamics (including intelligence-intelligence linkage, complexity-centricity, complexity-intelligence linkage, more efficient natural decision-making node, information processing capability, learning and adaptation, knowledge acquisition and creation, organizational neural network, artificial node, and structural and dynamical coherency) to compete more effectively and efficiently in the current ‘raplexity’ context is also illustrated. In addition, the uniqueness and roles of artificial information systems (artificial nodes) is further examined.

Finally, the integrated deliberate and emergent strategy is scrutinized with respect to its significant association with the co-existence of order (deliberate planning, determinism, completeness and predictability) and complexity (continuous nurturing processes, in-determinism, unpredictability, unknown unknowns, risk management, new opportunity, crisis management, self-transcending constructions, futuristic and emergence) — in particular, highlighting the criticality of the deliberate and emergent auto-switch (better ambidexterity). Currently, the holistic integrated smarter evolver and emergent strategist approach is absent in most human organizations.

The basic foundation of the intelligent organization theory is conceptualized in this chapter. The significance of intelligence and organizing around intelligence, intelligence management and the general biotic structure of an intelligent human organization and its benefits are further discussed. The roles of intelligence, information and language in a human organization are examined. The presence and necessity of nurturing an effective intelligence enhancer encompassing three entities, namely, intelligence, knowledge and theory in the human thinking systems is introduced. The concepts on the space of order and the space of complexity are also shared. Some fundamental aspects of the deliberate strategy and emergent strategy are further examined. The above concepts are developed with respect to the fact that the human minds and human organizations are nonlinear complex adaptive systems. Consequently, the intelligent organizations that emerge are smarter evolvers.