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This article examines the technological changes that have occurred in information processing since the passage of the Privacy Act in 1974 and concludes that new computer and telecommunications applications have undermined the goal of the Act that individuals be able to control information about themselves.

The purpose of this paper is to develop a conceptual framework to contextualize young people’s lived experiences of privacy and invasion online. Social negotiations in the construction of privacy boundaries are theorized to be dependent on individual preferences, abilities and context-dependent social meanings.

Empirical findings of three related Ottawa-based studies dealing with young people’s online privacy are used to examine the benefits of online publicity, what online privacy means to young people and the social importance of privacy. Earlier philosophical discussions of privacy and identity, as well as current scholarship, are drawn on to suggest that privacy is an inherently social practice that enables social actors to navigate the boundary between self/other and between being closed/open to social interaction.

Four understandings of privacy’s value are developed in concordance with recent privacy literature and our own empirical data: privacy as contextual, relational, performative and dialectical.

A more holistic approach is necessary to understand young people’s privacy negotiations. Adopting such an approach can help re-establish an ability to address the ways in which privacy boundaries are negotiated and to challenge surveillance schemes and their social consequences.

Findings imply that privacy policy should focus on creating conditions that support negotiations that are transparent and equitable. Additionally, policy-makers must begin to critically evaluate the ways in which surveillance interferes with the developmental need of young people to build relationships of trust with each other and also with adults.

As the 1960s drew to a close, Congress found itself grappling with an increasing array of complex technological issues that it was ill equipped to analyze and that could be the cause of costly blunders if acted upon incorrectly. To alleviate this situation, the U.S. Office of Technology Assessment (OTA) was created in 1972 under Public Law 92–484 in order to advise Congress on issues in science and technology so that relevant information would be available when pertinent legislation was being developed. Under the leadership of its director John Gibbons, OTA has earned the distinction of providing Congress, that most political of bodies, with timely and objective information without becoming mired in political skirmishes. Despite this distinction, OTA is one of the smallest government agencies, with a budget of twenty million dollars and a staff of 140. Its organization is remarkable for its simplicity. A bipartisan congressional Technology Assessment Board governs the agency overall but appoints the director who has full responsibility for running it. The nine agency divisions are organized according to scientific disciplines and report to the director with little or no intervening bureaucracy. Outside expert advice is available from the Technology Assessment Advisory Council. The result is an organization that is equally balanced politically and scientifically, that is streamlined and efficient, and that allows input from its governing members. This structure also allows great flexibility in the research and production of assessment reports. To do an assessment, OTA deploys its experts to go out and gather the information needed on the wide‐ranging topics it has been commissioned to research. The topics are chosen according to the need and interest of both houses and both political parties. Outside experts are sometimes called upon to do research but OTA exercises the final responsibility over their reports. Factual conclusions and options are presented but opinions are never given. The manner in which the information is acted upon is always left to Congress, a major reason for OTA's success.

Privacy is a highly valued ideal in western societies and the researcher is usually expected to protect the privacy of the researched. However, real world fieldwork experiences are highly complex and the researcher can often find their private life encroached upon. The chapter uses the authors’ own field experiences to discuss this complexity. Lee-Treweek focuses upon her research experience with disabled children living in rural England and Bourne-Day on projects with refugee and asylum seekers in Staffordshire, England. Their discussions reveal that more often than not, privacy issues in the field often interconnect researcher and the researched.

Technology has revolutionized the delivery of health-care services, with e-consultations becoming popular mode of service delivery, especially during the pandemic. Extant research has examined the adoption of e-health consultation services, with little attention paid to examine the switching behavior. This study aims to identify factors affecting patients’ intentions to switch from conventional mode i.e. visiting hospitals/clinics to e-health consultations.

To understand this we use the push–pull–mooring (PPM) framework and integrate variables from status quo bias framework to the model. A cross-section research design was used, which rendered 413 valid responses which were obtained from the patients visiting a traditional hospital setup. The data was analyzed using partial least square – structural equation modeling using SmartPLS 3.0.

Findings suggest that push effects (inconvenience and perceived risk), pull effects (opportunity for alternatives and ubiquitous care), mooring effects (trust) and inertia significantly influence patients’ switching intentions from visiting hospitals/clinics to e-health consultations. Further, habit and switching cost positively influence inertia.

This study shall enable online health-care service providers and practitioners to understand patients’ intentions to switch to online health platforms and accordingly develop related marketing strategies, services and policies to encourage them to switch to the new offerings.

The current study enriches the previous research on e-health services by applying and extending PPM framework as the base model and showing its efficiency in predicting individuals switching intentions in the context of emerging economies. This study bridges the gap by focusing on switching behavior in context of health services.

Leadership, organizational behavior, entrepreneurship.

This case study is intended for undergraduate and graduate levels.

This is a leadership case about Agnes Jean Brugger, founder of the A.J. Brugger Education Project (also known as the A.J. Brugger Foundation (AJBF)) in San Juan del Sur, Nicaragua. It is the story of how and why she and Chris Berry co-founded this unique non-profit foundation in tandem with Piedras Y Olas: Pelican Eyes Resort (PEPO) in the late 1990s. The case focuses on how her identity and values shape the origins of AJBF and how the organization evolves in the context of the Nicaraguan and Anglo-American cultures. “Devoted to assisting Nicaragua through education and development of one of the country's most valuable and treasured resources: its young people”, the vision for AJBF was a cutting edge socially conscious venture that grew to meet the needs of the community that had captured Jean's heart and mind. The case ends in early 2009 on the precipice of the biggest economic down-turn the US economy has experienced in recent history. Standing at the edge of this cliff, Jean contemplates the numerous successful accomplishments of the foundation, while reflecting on the many leadership and organizational problems she, as Founder and Chair of the Board, faces.

The case will help participants to: evaluate and discuss leadership effectiveness, identifying responses to opportunities and challenges; explain cross-cultural identity from the Globe Study model and how it impacts organizational interactions; explore successful models of cross-cultural leadership through the lens of gendered theory; explore the ways in which social entrepreneurship can be seen as an extension of socially-minded leadership; describe how socially-minded entrepreneurship is different from traditional forms of entrepreneurship; describe social identity and evaluate its impact on leadership; and discuss the rich historical and community context that influences interpersonal and organizational dynamics.

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