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Community question answering (CQA) websites provide an open and free way to share knowledge about general topics on the internet. However, inquirers may not obtain useful answers and those who are qualified to provide answers may also miss opportunities to share their expertise without any notice. To address this problem, the purpose of this paper is to provide the means for inquirers to access archived answers and to identify effective subject matter experts for target questions.

This paper presents a question answering promoter, called QAP, for the CQA services. The proposed QAP facilitates the use of filtered archived answers regarded as explicit knowledge and recommended experts regarded as sources of implicit knowledge for the given target questions.

The experimental results indicate that QAP can leverage knowledge sharing by refining archived answers upon creditability and distributing raised questions to qualified potential experts.

This proposed method is designed for the traditional Chinese corpus.

This paper proposed an integrated framework of answer selection and expert finding uses the bottom-up multipath evaluation algorithm, an underlying voting model, the agglomerative hierarchical clustering technique and feature approaches of answer trustworthiness measuring, identification of satisfied learners and credibility of repliers. The experiments using the corpus crawled from Yahoo! Knowledge Plus under designed scenarios are conducted and results are shown in fine details.

When a firm implements certain HR practices, different employees attribute different motives and intentions to the firm with regard to those HR practices. Research on HR attributions has made progress toward understanding the relationship between HR practices and employee outcomes from a process perspective. However, this research is still fragmented and lacks a systematic typology of the different types of HR attributions and a compelling organizing research framework. Furthermore, a number of research gaps and opportunities have emerged regarding the nomological net of employee HR attributions. To address the gaps and capitalize on the opportunities, the authors propose an overarching theory-driven multi-level framework that guides the choice of the antecedents and outcomes of employee HR attributions and explains their relationships along with both mediating and moderating mechanisms. Drawing on signaling theory embedded in the proposed framework, the authors identify and categorize various antecedents of employee HR attributions to explain their relationships. The authors also use several additional theories such as social exchange and the job demands–resources model included in their review to identify and categorize various outcomes of employee HR attributions across levels of analysis (i.e., individual, collective [team/group/unit], organization) and explain their relationships. In addition, the proposed framework explains how individual-level employee HR attributions emerge at the collective level and influence collective processes and outcomes. The authors end their review by pinpointing future research needs and discussing related future research directions.

Human resource (HR) process research emerged as a response to questions about how (bundles of) HR practices related to organizational outcomes. The goal of HR process research is to explain variability in employee and organization outcomes by focusing on how HR practices are intended (adopted) by senior managers, the way that these HR practices are implemented and communicated by line managers, and how employees perceive, understand, and attribute these HR practices. In the first part of this chapter, we present a review of 20 years of HR process research from the start, to how it developed, and is now maturing. Within the body of HR process research, several different research theoretical streams have emerged, which are largely studied in isolation without benefiting from each other. Therefore, in the second part of this chapter, we draw on previous work to propose a staged process model in which we integrate the different research streams of HR process research, recognizing contingencies in the model. This leads us to an agenda for future research and practical implications in the final part of the chapter.