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Throughout the ages, caring for an individual with a significant physical disability and/or health impairment has been extremely difficult or perhaps even impossible. Conditions for survival were often hard, requiring all able-bodied family members working from dawn until dark to scratch out even a minimal standard of living. Consequently, little time and resources were available for the care of a loved one with a disability. Safford and Safford's sobering volume (1996) emphasizes that children have always been vulnerable to neglect and children with disabilities were particularly subject to abuse. To illustrate this, children with disabilities were particularly subject to infanticide, abandonment, slavery, sterilization or placed in orphanages, where maiming sometimes occurred to increase the individuals' potential for street corner begging.

The chapter explores if and how online and face-to-face organizational environments can interact, and if and how this interaction could foster managerial practices to sustain personal growth, organizational development, and employee–organization relationships.

Research project is based on an emblematic case study: Fubles.com is a social sport sharing platform with one of the most active sport communities in Europe. This case is representative of a novel initiative, useful in understanding how social media drive organizational results.

Social media activities do not always substitute face-to-face relationships; online connections can enhance relationships, in terms of quantity, quality, and fairness, generating comprehensive reconfiguration of people practices, before and after the game. Thanks to social networks, organizations can support interpersonal contacts, enabling people to organize collective activities both virtually and physically.

The case advocates three levels of possible organizational reconfigurations through social media (individual, collective, and organizational) that can foster the quality of the employee–organization relationship.

Results suggest that social media are sources of new and innovative ways to interact within and across organizations, reinforcing not only the online interactions, but especially traditional face-to-face connections through a process of reconfiguration of people practices.

In the context of Saudi Arabia, this chapter investigates how clustering promotes knowledge sharing and transfer in an emerging, government-directed industry cluster. It is determined that lateral actors play a key facilitating role, and formal and informal mechanisms and interpersonal links among actors support that cluster knowledge exchange. Limited social capital strength and depth and a lack of trust that prevents knowledge sharing are partially explained by the cluster's limited vertical and horizontal actors.