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This paper problematises student support in higher education during the Covid-19 crisis and proposes an original approach of social network analysis for developing effective support for students from different socio-economic backgrounds.

In this forward-thinking essay, the authors draw on theoretical ideas from Hannah Arendt in conceptualising the destructive and productive nature of societal crises such as the Covid-19 pandemic. We also draw on literature on social network analysis in exploring student support.

The authors propose a number of recommendations for university staff to consider when developing effective student support, ranging from nurturing their own professional capital to mapping student support networks and the role of faculty within these.

This paper emphasises the importance of developing effective student support that works for students from different socio-economic backgrounds. This is essential to avoid regression in widening participation policies and practices, and to promote inclusive university environments.

There is currently a focus on using networks to drive school and school system improvement. To achieve such benefits, however, requires school leaders actively support the mobilisation of networked-driven innovations. One promising yet under-researched approach to mobilisation is enabling distributed leadership to flourish. To provide further insight in this area, this paper explores how the leaders involved in one professional learning network (the Hampshire Research Learning Network) employed a distributed approach to mobilise networked learning activity in order to build professional capital.

A mixed methods approach was used to develop a case study of the Hampshire RLN . Fieldwork commenced with in-depth semi-structured interviews with all school leaders of schools participating in the network and other key participating teachers (12 interviews in total). A bespoke social network survey was then administered to schools (41 responses). The purpose of the survey was to explore types of RLN-related interaction undertaken by teachers and how teachers were using the innovations emerging from the RLN within their practice.

Data indicate that models of distributed leadership that actively involves staff in decisions about what innovations to adopt and how to adopt them are more successful in ensuring teachers across networks: (1) engage with innovations; (2) explore how new practices can be used to improve teaching and learning and (3) continue to use/refine practices in an ongoing way.

Correspondingly we argue these findings point to a promising approach to system improvement and add valuable insight to a relatively understudied area.

This paper aims to examine if (and how), enterprise social media (ESM) can be understood as a strategic knowledge management phenomenon to improve organizational performance.

This paper uses intellectual capital theory and its functional building blocks to organize different types of the ESM platforms, based on secondary data. It then connects these findings to the underling intellectual capital tenets to introduce a conceptual model that explicates how ESM impacts strategic knowledge management, and vice versa.

This paper concludes that ESM provides a unique complement to traditional strategic knowledge management. The authors argue that ESM differs substantially from other contexts in which intellectual capital has been applied, and extend intellectual capital with three appropriate dimensions (human, social and structural capital). Given the potentially disruptive nature of ESM, this framework helps firms understand the nature of the changes that are needed.

The paper provides the first review of the business needs that are served by the software functions and management processes under the ESM banner. This original contribution takes the intellectual capital and strategic knowledge management discussions from their usual high levels of abstraction and relates them to the real world of ESM, focusing on outcomes. Its unique “Intellectual Capital Framework for the Socially Oriented Enterprise” includes distinct, testable propositions that provide a practical approach to strategically planning, implementing and optimizing ESM.

Acquiring “Likes” for a political party or candidate’s Facebook pages is important for political marketers. For consumers, these “Likes” are conspicuous, making their political affiliation visible to their network. This paper aims to examine the roles of the undesired social-self and visibility (conspicuous vs inconspicuous) in predicting consumers’ intention to “Like” political brands. The authors extend knowledge on the undesired social-self and transference of theory from general marketing to a political domain and provide practical advice for political marketers engaging social network sites.

The authors gather data from two surveys run with Facebook using electorates in the run up to the UK 2015 and US 2016 elections (n = 1,205) on their intention to “Like” political brands under different visibility conditions.

Data support the theorized relationship of the undesired social-self with social anxiety intention to “Like” when “Liking” is conspicuous. However, data also indicate that all users – irrespective of proximity to the undesired social-self – prefer to “Like” inconspicuously.

The research is limited by the generalizability of the specific context and the use of self-report measures.

Political marketers should reconsider promoting conspicuous consumption for that which is more inconspicuous.

The authors provide the first examination of the undesired social-self in driving behaviour under different visibility conditions. Furthermore, the authors challenge the extension of existing knowledge of the self-concept within political marketing, based on the “norm” for consumers’ to avoid disclosing political views publically.