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Crowdsourcing – a form of collaboration across organizational boundaries – provides access to knowledge beyond an organization’s local knowledge base. Integrating work on organization theory and innovation, the authors first develop a framework that characterizes crowdsourcing into a main sequential process, through which organizations (1) define the task they wish to have completed; (2) broadcast to a pool of potential contributors; (3) attract a crowd of contributors; and (4) select among the inputs they receive. For each of these phases, the authors identify the key decisions organizations make, provide a basic explanation for each decision, discuss the trade-offs organizations face when choosing among decision alternatives, and explore how organizations may resolve these trade-offs. Using this decision-centric approach, the authors continue by showing that there are fundamental interdependencies in the process that makes the coordination of crowdsourcing challenging.

The quality of strategic decisions made at the helm of corporations matters a great deal. Predominantly, research on strategic decision-making has focused on CEOs as if they decide alone. Yet in reality, even the most powerful CEO makes strategic decisions together with an executive board. This chapter offers a theoretical explanation of strategic board decision-making through the emotional contagion between the CEO and board members.

We used both previous research and qualitative material – two case studies and interviews with several dozen CEOs of large corporations as well as the board members of one of them – to build our theoretical model.

Our inBoard Emotional Contagion Model (inBECM) specifies the following individual–collective emotional dynamics: After a strategic affective event has triggered an affective discussion within the boardroom, the emotionally intelligent CEO communicates verbally in order to – through an emotional contagion – homogenize board members’ emotional states leading to shared sense-making of the event and – potentially – to improved decision-making.

Suggestions are made for the inBECM contribution to emotion theory. Implications are stated for the key role of emotion in improving board decision-making and strategizing.

This paper examines the issue of fraud on the Internet and discusses three areas with significant potential for misleading and fraudulent practices, namely: securities sales and trading; electronic commerce; and the rapid growth of Internet companies. The first section of the paper discusses securities fraud on the Internet. Activities that violate US securities laws are being conducted through the Internet, and the US Securities and Exchange Commission has been taking steps to suppress these activities. The second section of the paper discusses fraud in electronic commerce. The rapid growth of electronic commerce, and the corresponding desire on the part of consumers to feel secure when engaging in electronic commerce, has prompted various organizations to develop mechanisms to reduce concerns about fraudulent misuse of information. It is questionable, however, whether these mechanisms can actually reduce fraud in electronic commerce. The third section of the paper discusses the potential for fraud arising from the rapid growth of Internet companies, often with little economic substance and lacking traditional management and internal controls. The paper examines the three areas of potential Internet fraud mentioned above and suggest ways in which these abuses may be combated.

This study aims to determine and consolidate the multi-scale components that inform anticipatory action for resilience; propose a conceptual framework for the collaborative and holistic design, delivery and management of resilience at both the macro and micro scale; and test the efficacy of the framework to deliver sustainable (sustained) resilience.

A conceptual framework was proposed by consolidating what was learnt from literature review. Case studies were then used to explore the efficacy of the framework to deliver resilience. The applicability of the specific measures was also examined to determine the extent by which they support anticipatory action and resilience capacity.

It was found that a combination of active, latent, evolving and to some extent improvised yet integrated solutions can support anticipatory flood resilience at the micro, meso and macro scale, as well as the physical and social domains.

Socio-physical resilience improves when policy makers, designers, planners and engineers work together to deliver anticipatory solutions prior to a natural disaster. Further, findings confirm that resilience can be achieved in both new and existing urban contexts.

The multi-scale, integrated strategies can inform anticipatory practices, which, in turn, may reduce social vulnerability during and after natural events such as flooding.

This work lays the foundation for further theoretical and practical work on socio-spatial resilience and provides the learning-based structure within which policy makers, planners and architects can administer interventions for the practical delivery of planning-scale and building-level resilience.

The popular total quality management (TQM) approach has tended to focus on internal processes, rather than external issues such as competitiveness and market appeal, and is more reactive and adaptive than anticipative. The time has come to go beyond TQM and to understand the nature and application of organizational learning. Learning organizations envision change, are committed to generating and transferring new knowledge and innovation, and have learned how to learn. TQM may be embedded in the learning organization, but TQM is but the first step or wave in transforming and creating organizations which continuously expand their abilities to change and shape their futures. This article first defines and identifies the characteristics of a learning organization, then explores some techniques to develop and transform an organization into a learning organization, and finally suggests some traditional and newer techniques, such as data envelopment analysis (DEA), as ways to measure and evaluate organizational learning.

An educator’s goal is to create experiences that provide students with opportunities to learn. This goal is the same whether the opportunities are presented face-to-face, fully online or hybrid formats in both formal and informal educational settings. All of the examples presented in this chapter come from experiences in a R1 university, however, the information presented is just as valid in any educational setting. For more than a decade, the authors have used knowledge checking to help students test their understanding of the content whether it is using clickers in large-enrollment lectures or embedding questions directly into the course content online. Knowledge-checks and other types of low-stakes quizzing are examples of a learning strategy called retrieval practice. This chapter briefly reviews the rich history of retrieval practice and what the research says about it, mainly that students benefit when they take time as they learn to practice retrieving stored information (Roediger & Butler, 2011). Examples from current courses as well as a fictional case study illustrate how retrieval practice can be used in online courses to keep students engaged and give them opportunities to practice retrieving information that they have learned.

Good pedagogy is good pedagogy whether being taught in a traditional brick and mortar building, fully online using a course management system or leveraging the best of both formats using a hybrid model. Retrieval practice is an example of this. In this chapter, the authors will provide a brief history and literature review on retrieval practice. Following our literature review, the authors provide examples of how different retrieval practice options have been incorporated into the online courses they design at Penn State, as well as a case example of a course redesigned with retrieval practice in mind.

This qualitative interview study compares public value prioritizations of ministers, members of parliament and senior public managers in the Netherlands. This article aims to answer the following central research question: how do Dutch political elites and administrative elites differ in their interpretation and prioritization of public values?

Based on coding and categorization of 65 interviews this article shows how government elites in advanced western democracies interpret and assess four crucial public values: responsiveness, expertise, lawfulness and transparency.

Political elites and administrative elites in the Netherlands are more similar than different in their prioritization and perceptions of public values. Differences are strongly related to role conceptions and institutional responsibilities, which are more traditional than most recent literature on politico-administrative dynamics would suggest.

Our qualitative findings are hard to generalize to larger populations of politicians and public managers in the Netherlands, let alone beyond the Netherlands. However, the testable research hypotheses we derive from our explorative study merit future testing among larger populations of respondents in different countries through survey research.

Experienced values differences between both groups are smaller than their mutual perceptions would suggest.

Most research on public values is quantitative in nature and focuses exclusively on public managers. By adding the politician to the equation we improve our understanding of how public values are enacted in real life and set the tone for a more inclusive research agenda on public values.

After nearly 12,000 years living in the Holocene geological age we have now arrived in the Anthropocene. Now, instead of an integral ecology that considers the world as having its ecology, economy, and justice systematically linked, we are confronted by an ecology dominated by a profit-driven economy.

Since its very first beginnings, Western philosophy has reflected on humanity’s relationship with nature. Is the history of Western philosophy, then, merely a reflection of the evolution of humanity from the Holocene to the Anthropocene? Or did Western philosophical thought, along with industrialization and economic development, play a far bigger part and was it, indeed, the regulator of this evolution?

Our spontaneous care for nature – not at any price or exclusively – has led to an elegy. However rereading Western philosophy can help us to discover that the evolution toward the Anthropocene could challenge man to descry meaning behind nature. The way man regulates nature can be oriented toward rediscovering meaning behind nature. And the question of transcendence cannot be avoided.