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Notes that as we move towards an information‐based society, information technologies will play a key role in establishing and maintaining economic competitiveness and that while the systems development life cycle approach has brought some order to the software development process, information engineering brings additional structure to the process. Points out that re‐engineering techniques are used to align every area of the enterprise: people, strategy, technology and business processes. Describes software re‐engineering activities and processes with a special emphasis on developing and maintaining quality systems.

The study explores the role of dialogic public communication and information quality (IQ) in evaluating the operational performance of donation-based crowdfunding (DBC) tasks. These tasks are primarily used to support disaster relief operations. The authors also test the influence of cognitive trust and swift trust as moderating variables in explaining the relationship between both IQ and dialogic communication with operational performance.

The authors used a primary survey to test the hypotheses. A total of 203 responses were collected from multiple crowdfunding platforms. The authors used archival data from task creators on donation-based crowdfunding platforms, and a structured questionnaire is also used to collect responses. Data are analyzed using Warp PLS 6.0. Warp PLS 6.0 works on the principle of partial least square (PLS) structured equation modeling (SEM) and has been used widely to test path analytical models.

The authors found out that the operational performance is explained significantly by the quality of information and its association with dialogic public communication. The results support the arguments offered by dialogic public communication theory and trust transfer theory in assessing the operational success of DBC. The study also confirms that cognitive trust positively moderates the relationship between IQ and organizational public dialogic communication and operational performance. It is also revealed that the duration of the DBC task has no significant control over dialogic public communication.

The study lays practical foundations for task creators on DBC platforms and website designers as it sets the importance of both IQ and dialogic communication channels. The communication made by the task creator and/or the DBC platforms with the donors and potential donors in the form of timely and appropriate information forms the key to the success of any DBC task. The study also helps task creators choose a suitable platform to improve performance.

The authors propose a unique framework by integrating two theoretical perspectives: dialogic public relation theory and trust transfer theory in understanding the operational performance of donation-based crowdfunding tasks. The authors address DBC tasks catering to disaster relief operations by collecting responses from task creators on DBC platforms. The study uniquely positions itself in the area of information and communication.

The purpose of this paper is to present a model depicting the relationship between the behavioral intention of tourists in the conditions prevailing during a pandemic and other variables.

In constructing the research procedure, two measurements of tourist behavioral intention were taken into account, which were taken far apart in time. In verifying the developed model, the results of surveys of 1,615 people carried out in June 2021 and 917 people carried out in December 2021 were considered.

As a result of the habituation process, tourists show greater acceptance of the restrictions.

Information on the basis of which companies make management decisions plays a significant role in the creation of company value. In the tourism sector, the information concerns primarily consumer behavior.

Changes over time in risk perception, health protection motivation, and reactance due to perceived pandemic-related restrictions were taken into account in the context of behavioral intention towards tourism.

Strategic decision making is a rather unstructured process with a wide variety of conflicting and equivocal considerations and inputs. Managers, usually working in top management teams, are asked to form an “interpretation” or working knowledge of the internal and external influences on the organization. This article suggests the real value of tacit knowledge and intuition to managers in the upper reaches of the organization. Tacit knowledge, based on the cumulative experiences of the manager, is equivalent to the intuitive feel and “softer” ways of knowing that all humans experience. It has been found to be quite valuable to upper‐level managers, but especially when intermingled with sound data analysis and more formal insight. When groups of managers can exchange and share the different types of knowledge, a complementary and synergistic learning process occurs. Managers are able to draw from a broader, more diverse set of possibilities and insights.

This article examines transformational leadership and servant leadership to determine what similarities and differences exist between the two leadership concepts. The authors posit that the primary difference between transformational leadership and servant leadership is the focus of the leader. The transformational leader's focus is directed toward the organization, and his or her behavior builds follower commitment toward organizational objectives, while the servant leader's focus is on the followers, and the achievement of organizational objectives is a subordinate outcome. The extent to which the leader is able to shift the primary focus of leadership from the organization to the follower is the distinguishing factor in classifying leaders as either transformational or servant leaders. This article also looks at the next stage of developmental issues in servant leadership, such as the challenges facing empirical investigation and measurement, and the changes that are occurring in current thinking about the servant leadership approach. Ultimately, the case is made that although different, both transformational leadership and servant leadership offer the conceptual framework for dynamic leadership.

Course credentialing essentially involves the implementation of digital badges. A number of studies have recently been conducted that clarify this philosophy and promote their adoption in learning programmes. The research presented in this chapter contributes to the body of knowledge on learning and teaching regarding the comparative analyses of learning outcomes, multidimensional credentialing and digital badges relevant to the pedagogy of construction management. The aim of this research was to determine the maturity of multidimensional credentialing within its online pedagogy in particular. A review of literature pertaining to course multi-disciplining, accreditation, credentialing and digital badges had been conducted. Comparative analyses were performed to allocate learning outcomes of the tertiary institution and two accrediting bodies onto each unit in the online delivery mode of a Construction Management Bachelor Degree course. These analyses had yielded three matrices that could assist decision-making on how to assess learning in each unit. The results revealed that almost all units in this course had implemented at least one tertiary institution and accrediting body learning outcome.

The traditional methods of managing human capital, creativity, innovation, and the learning culture within an organization have long over‐shadowed the management of the professional intellect. As with the resource based view (RVB) of the firm, the intangible strategic intelligence creates most of the professional intellect of an organization, and operates on the following four levels (in increasing importance): cognitive knowledge or basic mastery of a professional discipline; advanced skills or the ability to translate theory into effective execution or practice; systems understanding or the deep knowledge of the cause and effect relationships underlying the professional discipline; and self‐motivated creativity or the motivation and adaptability for success. The interaction of these factors, along with enhanced communications, allow nurturing organizations the ability to thrive in the face of today’s rapid changes and renew their cognitive knowledge, especially where it increases the loyalty of knowledge workers.

Anyone who has tried to review studies relating to use of academic libraries may argue that a great deal of research exists on college students and how they use their libraries. Studies of reading habits and library use among college students have been appearing for more than fifty years, and the diligent student can compile an impressive bibliography of these studies. In spite of all we have learned about student interaction with library resources, there is still much we do not know.

This issue is a selected bibliography covering the subject of leadership.