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Advantage of its geologic location lying at the heart of Central Asia with a large internal market of 27 million people and easy access to CIS market of over 142 million people enables Uzbekistan to form the hub of the region. Its transport and communications networks are connected with the other Central Asian countries. FIEZ in Navoi would be the representative model in CIS and be built on the best practice of next generation model as special national economic zones. Considering that the most of modern business is made through the web connection basis even for the flight management, cargo trace and other controls and operations, the importance of web connection should be stable, reliable and affordable for tenants and business entities at the FIEZ in Navoi. In these regards, cooperation work of both countries to study more details mentioned in this paper as well as other applicable models from Korean Free Economic Zone cases for the full picture of execution and promotion of the FIEZ in Navoi, Uzbekistan is considered.

Performance feedback about whether responses are correct or incorrect provides valuable information to help guide learning. Although feedback itself has no extrinsic value, it can produce subjective feelings similar to “rewards” and “punishments.” Therefore, feedback can play both an informative and a motivational role. Over the past decade, researchers have identified a neural circuit that processes reward value and promotes reinforcement learning, involving target regions of dopaminergic input (e.g., striatum and ventromedial prefrontal cortex). Importantly, this circuit is engaged by performance feedback even in the absence of reward. Recent research suggests that feedback-related brain activity can be modulated by motivational context, such as whether feedback reflects goal achievement, whether learners are oriented toward the informative versus evaluative aspect of feedback, and whether individual learners are motivated to perform well relative to their peers. This body of research suggests that the brain responds flexibly to feedback, based on the learner’s goals.

The United Nations (UN) actively incorporated new media as a tool for consultation and agenda setting during the Millennium Development Goal (MDG)–Sustainable Development Goal (SDG) transition. As global actors shifted their attention to the sustainable development goals, the UN and its partners scaled up their digital engagement with civil society, multinational agencies, and country-level stakeholders to inform the post-2015 agenda. This chapter explored how the UN integrated Twitter into the post-2015 consultation and how the UN Women and the United Nations Girls’ Education Initiative used Twitter to construct and diffuse girls’ education policy discourse during the MDG–SDG transition.

Recent neuroscience research shows that two large-scale cortical networks are involved in organizational behavior. These two networks are naturally antagonistic – when one is active the other tends to be suppressed. The focus of the chapter is to apply the opposing-domains hypothesis to problems associated with: (1) trying to balance creative thinking and global processing with analytic reasoning and focused attention; (2) avoiding ethical dangers associated with an imbalance in task positive network (TPN) and default mode network (DMN) thinking; and (3) properly motivating and incentivizing employees so as not to lead to an imbalance between the TPN and DMN. We contend that the opposing-domains hypothesis can inform organizational and leadership theory in areas where single-dimensional dual-process models are inadequate.

Technology is sometimes used to support assessments of academic research in the form of automatically generated bibliometrics for reviewers to consult during their evaluations or by replacing some or all human judgements. With artificial intelligence (AI), there is increasing scope to use technology to assist research assessment processes in new ways. Since transparency and fairness are widely considered important for research assessment and AI introduces new issues, this review investigates their implications.

This article reviews and briefly summarises transparency and fairness concerns in general terms and through the issues that they raise for various types of Technology Assisted Research Assessment (TARA).

Whilst TARA can have varying levels of problems with both transparency and bias, in most contexts it is unclear whether it worsens the transparency and bias problems that are inherent in peer review.

This is the first analysis that focuses on algorithmic bias and transparency issues for technology assisted research assessment.

The purpose of this paper is to test the effects of a followers’ perception of charisma to the followers’ perceived quality of each of the four sub-dimensions of LMX quality, and the moderating effect of communication frequency on such a relationship. The study hopes to assess the relationship of the four sub-factors of LMX to charisma and, thereby, to advance the current understanding of relationship-based views of leadership.

In total, 208 employed adults who are currently residing within the USA completed surveys that assessed charisma, LMX and it’s sub-factors, and communication frequency. The surveys were validated and the relationships between the variables were tested using partial least squares regression.

Charismatic leadership was shown to have significant effects on all the LMX sub-factors suggesting that charisma is not a simple trait possessed by some leaders. Additionally, the data suggests that there is a significant yet different level of effect of communication frequency on all the LMX sub-factors.

Implications of the research findings are discussed; however, there are some shortcomings in the research. As the variables of communication frequency and LMX quality were rated by the same individual, a limitation to this study exists by way of possible same source bias. A further limitation results from the measurement method utilized to determine communication frequency and its dependence upon the ability of the survey respondent to accurately recall this information free from any type of recall bias (Raphael, 1987). Further study needs to be done into the nature of the moderating effects present on the four lower order factors of LMX. If there are intervening factors that influence the quality of the moderating effects, such as role expectation and role congruence, then the authors may be able to gain further insight into the positive and negative nature of these moderating effects.

The findings suggest that charisma is not a simple, one-dimensional factor and also suggests that the authors need to reconceptualize the ideas of charisma. At a minimum, the authors must rethink how to train people to become leaders.

The study advances the understanding of the relationship between charisma and LMX and its composite factors.

The purpose of this viewpoint paper is to explore middle leaders' ability to recognise emotions in the context of workplace research, and to propose measures that might support them in their role.

This paper combines a contemporary literature review with reflections from practice to develop more nuanced understandings of middle leadership. This paper applied the Geneva Emotional Recognition Test (GERT) to explore the level of emotional recognition of 86 individuals (teachers to headteachers (equivalent to school principals)).

The preliminary findings suggest that teachers and headteachers have higher levels of emotional recognition than middle and senior leaders. This paper subsequently argues that the task-orientated nature middle leadership compounds an individual's ability to engage effectively in relationship-orientated tasks. This explains why middle leaders scored lower on the GERT assessment. This is further inhibited by the anti-correlation in the brain's ability to deal with the task-positive network (TDM) and default mode network (DMN) processing functions where individuals operate in one neural mode for long periods.

The viewpoint paper proposes a number of implications for middle leaders and suggests that middle leaders should proactively seek out opportunities to be engaged in activities that support the DMN function of the brain and subsequently the relationship-orientated aspects of leadership, for example, coaching other staff members. However, it has to be recognised that the sample size is small and further work is needed before any generalisations can be made.

This paper offers a contemporary review of the role of middle leaders underpinned by a preliminary study into individuals' ability to recognise emotions.