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This paper aims to present a case study illustrating the issues involved in the tacit knowledge conversion process and to determine whether such conversion delivers value to the organisation in terms of business value and return on investment (ROI).

A single‐case multiple baseline participants experimental design, replicated across two participants, was utilised. Aaron's KM V‐model of evaluation is utilised to determine the ROI of the initiative.

While the evaluation of the tacit knowledge conversion initiative suggests positive value to the business; analysis of the conversion process also reveals a number of individual level factors, which reinforce the challenges associated with efforts to access, capture and share expert tacit knowledge.

The results of this study may stimulate further research on tacit knowledge management processes, and specifically the influence of the individual in the success or failure of these initiatives.

The paper presents an actual case study situation that reveals the micro‐level issues involved in converting tacit expert knowledge.

The paper addresses three important areas; it makes an effort to focus on tacit rather than explicit knowledge management, it takes steps to evaluate a tacit knowledge management initiative in terms of its tangible business value, and it pays attention to the influence of the individual in knowledge management processes, which are inherently driven by the individual.

Women remain underrepresented in academic STEM, especially at the highest ranks. While much attention has focused on early-career attrition, mid-career advancement is still largely understudied and undocumented. The purpose of this paper is to analyze gender differences in advancement to full professor within academic STEM at a mid-size public doctoral university in the western USA, before and after the National Science Foundation (NSF)-ADVANCE Program (2003–2008).

Using faculty demographics and promotion data between 2008 and 2014, combined with faculty responses to two waves of a climate survey, the magnitude and longevity of the impact of ADVANCE on mid-career faculty advancement across gender is evaluated.

This study documents increased representation of women in all ranks within the STEM colleges, including that of full professor due to ADVANCE efforts. It also demonstrates the role of greater gender awareness and formalization of procedures in reducing the variability in the time as associate professor until promotion to full professor for all faculty members, while also shrinking gender disparities in career attainment. As a result of the codification of the post-tenure review timeline toward promotion, more recently hired faculty are promoted more swiftly and consistently, irrespective of gender. Post-ADVANCE, both male and female faculty members express a greater understanding of and confidence in the promotion process and no longer see it as either a hurdle or source of gender inequality in upward career mobility.

While data were collected at a single university, demographics and career experiences by women mirror those at other research universities. This study shows that within a given institution-specific governance structure, long-lasting effects on faculty career trajectories can be achieved, by focusing efforts on creating greater transparency in expectations and necessary steps toward promotion, by reducing barriers to information flown, by standardizing and codifying the promotion process, and by actively engaging administrators as collaborators and change agents in the transformation process.

This study addresses mid-career dynamics and potential mechanisms that explain gender gaps in the promotion to full professor, a largely understudied aspect of gender disparities in career attainment within STEM. It shows how institutional policy changes, intended to alleviate gender disparities, can benefit the career trajectories of all faculty members. Specifically, this study highlights the crucial role of codifying procedures and responsibilities in neutralizing subjectivity and inconsistencies in promotion outcomes due to varying departmental climates.

The world revolves around sound. Children who are deaf/hard of hearing (D/HH) lack access to sound, thus need careful monitoring and planning to ensure they have access to adequate language models and supports to develop a strong language foundation. It is this foundation that is needed to ensure D/HH children are able to achieve developmental and academic milestones. Research is emerging to suggest specific intervention strategies that can be used to support D/HH children from birth throughout their educational career. In this chapter, we highlight several strategies that can be used to support communication, language, academic, and social/emotional growth. We freely admit that this is in no way a comprehensive and exhaustive list, but rather only scratches the surface. The field of deaf education and related research and technology is constantly changing. To ensure adequate educational access, it is highly recommended that a professional specialized in hearing loss be a part of the educational team any time a child is identified as having any degree or type of hearing loss.

The purpose of this study is two-fold: (1) identify shifts in prioritization of corporate social responsibility (CSR) issues and (2) identify the CSR issues in which companies are currently involved, as indicated in their website communications. Corporate communications are also examined for possible variations of CSR focus between manufacturers, retailers and service firms.

In order to identify the CSR issues in which companies are currently involved and detect any shifts, a content analysis was conducted of the 2021 Fortune 100 company websites, specifically cataloging CSR communications. This data was compared with CSR communications on Fortune 100 company websites in 2015. CSR issues are also examined within each industry categorization: manufacturing, retail and service.

Findings indicate that companies have reduced the number of CSR issues prioritized in their website communications. In 2015, companies gave prominence to an average of seven CSR issues on their websites, today the average is three CSR issues. Today, the CSR issues prioritized most commonly are diversity and sustainability. However, these issues are prioritized by only half of the companies. Previously, the vast majority of Fortune 100 companies prioritized the same top issues. That is not the case today. This shift may suggest that companies are narrowing their focus to fewer CSR issues, perhaps those that align with company goals.

This study provides information to keep company executives and academicians abreast of prominent CSR issues and terminology found in the marketplace. As executives make choices about committing resources to social issues, knowledge of what the Fortune 100 is doing can help in that decision-making process.

Planning plays an important role in determining the degree of success realized by a new or small business. Essential elements to business success are identification of goals, followed by development of strategies to meet those goals. A business plan is an effective tool used by businesses to organize these goals and objectives into a coherent format. It can be defined as operating a company on paper. No matter the size or stage of development, companies use business plans to improve internal operations and to describe and market the business to potential outside financiers. A business plan should not only reflect the individuality of the new business but should also follow a standard format. This format is comprised of four major sections: introductory elements, business section, financial statements, and the appendix. This paper seeks to address that utilizing business planning as a tool will allow new or small businesses to achieve and even surpass their goals.

We argue that voice – the sound that people produce when they speak – is an important resource for entrepreneurs, especially when they are pitching to potential investors. We integrate evidence from entrepreneurship, social psychology and linguistics to show that the voice can be regarded both as a tool for entrepreneurs to utilize and as a vital source of information allowing listeners to make judgements about the speaker and their message. To better understand how the voice may be used and interpreted in investment pitches, we develop a model of the relationship between the entrepreneurial voice and investor judgments. Voice depends on entrepreneurs’ characteristics including gender and communication goals but can be utilized to express emotions (purposefully or not) and signal qualities such as competence and trustworthiness. How potential investors interpret these displays depends on cultural expectations and stereotypes. Our review illustrates that female entrepreneurs may find it more difficult to persuade investors due to their naturally higher voice pitch and bias against speech patterns prevalent among young women. We highlight directions for future research exploring the voice as a unique cultural resource for entrepreneurs.

‘WHY MUST EVERYBODY IN IRELAND’, says Sean O'Faolain, in one of his recent flashes of inspiration, ‘live like an express train that starts off for heaven full of beautiful dreams, and marvellous ambitions and, halfway, Bejasus, you switch off the bloody track down some sideline that brings you to exactly where you began?’ Such highly coloured comment might equally well be applied to the characters and situations we find in the plays of that Dublin genius—the centenary of whose birth we are commemorating this year—John Millington Synge. The writings of both authors, incidentally, are characterized by a rueful, amusing, gently self‐mocking tone about Ireland and the Irish. Both adopt a wider, detached, almost continental view of their country. Synge, in particular, refers to Ireland as the furthermost corner of Western Europe and himself as an Irish European.

Scholars have examined the importance of culture in entrepreneurship since at least the 1970s. Lounsbury and Glynn (2001) gave these efforts new impetus by explicitly theorizing entrepreneurship as a cultural process. In the intervening 20 years, work in this area has proliferated. To date, however, this work has emphasized the positive aspects of cultural entrepreneurship almost exclusively. Not all episodes of cultural entrepreneurship are positive, though, and not all entrepreneurial stories have a happy ending. Acknowledging this, we develop a framework for investigating the dark sides of cultural entrepreneurship. We posit four pathways through which cultural entrepreneurship might lead to negative outcomes. Along one dimension, we distinguish false promises and harmful practices. The second dimension differentiates between negative outcomes and negative spillovers. We illustrate our arguments with real-world examples, and discuss how our framework signals new research opportunities related to corruption and wrongdoing, as well as the potential for cultural entrepreneurship research to focus on authenticity as well as legitimacy.

The social media (SM) engagement framework consists of dimensions of employee privacy expectations and organizations' social media orientation. Further, the social media privacy orientation model provides better understanding of complexities of selection and retention created by the social media landscape.

Organizations are increasingly seeking talent to support burgeoning social media strategies. Qualified employees may be expected to have related professional experience and an active personal social media presence. In contrast to this evolving demand, prevailing guidelines suggest applicants minimize their social media activity altogether. These restrictive guidelines may be better suited for organizations that prefer or require high levels of discretion on social media given the differing engagement expectations across firms and among individuals.

How the congruence between an employee's expectations of privacy on SM and the organization's expectation of employees' SM usage affects applicant attraction to organizations and employee retention is outlined. Propositions are offered to foster research in this area.

Social media congruence is an important consideration for human resource (HR) policies and associated training.

Public policies toward the use of social media in recruitment and privacy should consider social media congruence.

The model advanced in the paper provides organizations and applicants with a stronger understanding of the complexities surrounding the use of SM in selection and retention decisions.

The peer review history for this article is available at: https://publons.com/publon/10.1108/OIR-05-2021-0260