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As the global economy expands, it would seem to be in the interests of the major professional sport leagues of the US to move into new markets, especially China, one of the fastest growing and largest in the world. In order to sell effectively in this market, it is vital to gain an understanding of the potential fan base. To explore national differences in fandom, a survey was completed by sports fans in both China and the US to assess which sports participants followed and which media they used, to identify fan motives and their feelings about expansion. This study determined that there are clear differences between Chinese and Americans. While many of the Chinese were fans of American sports, they tended to follow individual athletes rather than teams and had relatively low fan identity but high levels of fan motivation. Motives also varied by country, with aesthetics and affiliation the primary motives among the Chinese sample. These distinctions can be utilised to create marketing strategies.

The purpose of this paper is to argue that information is an important effect of documentation. It is in this way that documentation studies distinguishes between concepts of and practices with “information” and “document”: that is, documentation studies helps illuminate how information is created, stabilized, and materialized such that it can emerge and, in turn, how it can then be controlled, deployed, enforced, entrenched, managed, and used in many different ways, in various settings, and for diverse purposes.

This paper presents a conceptual framework on documentation, drawing upon the work of Bernd Frohmann, Michel Foucault, Bruno Latour, Hannah Arendt, @@and Ian Hacking, and applied to a case study of Apartheid South Africa.

Apartheid’s documentation helped achieve apartness at the macro and micro levels of society: on the macro level, the creation and subsequent separation of different racial and ethnic identities were drafted, adopted, and turned into law through legislative documents; on the micro level, these identities were reinforced through routines with personal documents and public signs. This documentation functioned as a documentary apparatus, providing a tangible link between individuals and their official racial and ethnic categories by creating a seamless movement of documents through various institutions; further it helped transform these racial and ethnic identities into lived facts that disciplined and controlled life.

By examining documentation, one can present a fresh and unique perspective to understanding the construction of various things, such as the construction of identities. This conceptual framework contributes to Library and Information Science (LIS) by illuminating the central role of documentation in the creation, stabilization, materialization, and emergence of information. By using Apartheid South Africa as a case study, this paper demonstrates how this framework can be applied to shed new light on different kinds of phenomena in diverse contexts; consequently, it not only contributes to and extends parts of the scholarship on documentation studies within LIS, but also presents new directions for other academic disciplines and multidisciplinary analyses and research.

Training as an important source of dynamic capabilities (DC) is important to the performance of sports’ organisations (SO) both to athletes and to non-athletic staff. There are a variety of training delivery methods (TDMs). The purpose of this study is to determine from a set of six TDMs which one is considered to be the most suitable to enhance performance of SO.

Based on the DC theory, a cross-sectional survey from a sample of 554 workers was used to assess which TDM is considered to be the most efficient and presents higher efficacy, according to the preferences and perception of the staff.

It was concluded that: “on-the-job training” is considered to be the preferred and most effective TDM; formal/informal coaching is the second choice, in terms of perceived effectiveness and “online learning” is considered the least effective TDM. TDM’s preferences and results’ perceptions do not change according to differentiating issues such as gender, educational level of trainees or even hierarchical position.

The present study adopted a cross-sectional survey where relationships and correlations were developed continuously. Although difficult to obtain, it would have been advisable to use a survey based on longitudinal data. Results should only be considered for the purposes of the present sample, although it may be considered that they are generalizable to similar organisations and some preliminary results are raised that worth being analysed further.

The outcomes of this study will help managers of SO, according to the situation to be addressed, to choose the best TDM for their non-athletic staff, the ones that will best support their process of continuous improvement and show the best results in terms of renewal of their DC and resources.

This study highlights the training process as a source of DC contributing to overall organisation’s performance and competitive advantage. It enlarges knowledge on SO, from the pure athletic view to the managerial point of view, and operationalises training to decide the most adequate TDM to improve DC and support the success of SO. Considering that it is usually difficult to measure the concrete results of training on the organisational performance, this is also an important field of study for the management theory in the domain of strategy and human resources because the bridge considered here has not been much developed for a long time.

The singular success of Louis V. Gerstner, Jr. in rescuing IBM from dismemberment and destruction in terms of his shifting the institutional memory of 300,000 employees from corporate politics to customer service focus, has been expalined memory management explain failures as well?

Chacko (memory management in survival decisions of corportions 1956‐2003, Barmarick Publications, UK, 2006) published a sequence of ordered procedures (protocol) of memory management: memory management disequilibria dimensions (MD)² protocol. This paper applies the protocol to the birth and death of the GO computer.

The memory management disequilibria dimensions (MD)² protocol analyzes accurately the Jerry Kaplan narrative of founding on August 14, 1987, the GO corporation to AT&T firing the last remaining employees of EO, the spin‐off of GO on July 29, 1994. (MD)² Step 1: Chief Ntrapreneur officer will to win became a casualty, founder CTO/CNO Kaplan reflecting that money wasn’t the problem, but loss of faith of the chief financial officer on the viability, of the Software VP on the development schedules, of the CEO on market momentum, and of the CTO/ECO on the “stick‐to‐itveness” of the new management team.

The habit patterns of thought and action that make a corporation/country unique are instructed/inscribed in individual/institional memory. This paper demonstrates that the (MD)² protocol explains both success and failure, providing a basis to make memory management effective.

Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American preemptive invasion and occupation of Afghanistan and Iraq and the subsequent prisoner abuse, such an existence seems to be farther and farther away from reality. The purpose of this work is to stop this dangerous trend by promoting justice, love, and peace through a change of the paradigm that is inconsistent with justice, love, and peace. The strong paradigm that created the strong nation like the U.S. and the strong man like George W. Bush have been the culprit, rather than the contributor, of the above three universal ideals. Thus, rather than justice, love, and peace, the strong paradigm resulted in in justice, hatred, and violence. In order to remove these three and related evils, what the world needs in the beginning of the third millenium is the weak paradigm. Through the acceptance of the latter paradigm, the golden mean or middle paradigm can be formulated, which is a synergy of the weak and the strong paradigm. In order to understand properly the meaning of these paradigms, however, some digression appears necessary.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.

Whistleblowers have been credited for uncovering financial scandals in companies globally, including Enron, Olympus Corporation, and WorldCom. Despite increasing support and incentives for whistleblowing, there generally remains reluctance to blow the whistle. Thus, the purpose of this study is to review: (1) the determinants of internal and external whistleblowing on accounting-related misconduct, (2) U.S. whistleblowing legislation on accounting-related misconduct and related research, and (3) the effects of whistleblowing on firms and whistleblowers. Within each area, suggestions for future research are offered.

The purpose of this paper is to present brief YouTube life stories to learn about how extensive users experience YouTube use and manage (or fail to manage) their use. It also explores the consequences of different types of extensive use.

In this paper, a biographical approach was used. Nine students who used YouTube for two or more hours every day were guided to tell life stories of their introduction to YouTube, subsequent use and critical events associated with YouTube use. Thematic analysis distinguished between non-problematic, compulsive and addicted users. Three single case life stories illustrate the experiences of users in each category.

These extensive YouTube users tell similar stories of informal learning from early interaction with the platform. For some, extensive YouTube use became problematic; for others, it remained functional. Similar to other social platforms, users unable to regulate use became compulsive users and some users can become addicted. While the symptoms of YouTube addiction are similar to other online addictions, compulsive YouTube use is driven more by algorithm-generated content chaining than overt social interaction.

The paper introduces life stories as a way to present case studies of social media use. The distinction between extensive, but functional, and problematic YouTube use illustrates how extensive social media use is not necessarily dysfunctional. User education for self-regulation of YouTube use is recommended.

Businesses face increasing competition in local, international and global markets where responsiveness to changes within these markets is the key to success and survival. Consequently business strategies need to be consistently re‐defined to effectively reflect the different requirements of customers and to respond to changes in the business environment. The process of generating strategies is not always a simple decision‐making task and revised business and corporate strategies are often generated without considering the structure of the business, particularly at operational level. Furthermore, there is considerable vagueness in the literature and in practice about what constitutes strategy management. This paper reviews the diverse literature in strategy management and presents a business process model of the strategy generation process to ensure consistent generation and communication of strategy throughout an organisation. The performance of a business strategy can then be measured against a model of initial alignment and effective implementation.

The purpose of this paper is to conceptualise social media usage (SMU) as a contributory, knowledge management (KM) tool towards entrepreneurial behaviour amongst small- and medium-sized enterprises (SMEs). Although an underdeveloped concept in entrepreneurship, the conceptual analysis of KM presents evidence which links SMU as complementary to changing KM conventions.

The pertinent KM and SMU literatures of the SME context were reviewed to form an understanding of this context. Employing a mixed-methods approach, a pragmatic, thematic investigation of SMU-enhanced KM was facilitated.

Substantial benefits of innovative SMU, as a management tool towards SME entrepreneurialism, were witnessed. SMU enhances the administration of real-time knowledge, encouraging creativity. However, longer-term costs of employing requisite personnel, and anticipated organisational restructuring, present challenges. The paper identifies the potentials of social media technologies in overcoming KM issues. The authors propose a reasoned process model towards entrepreneurial exploitation by acknowledging systematic phases of research, concept, institutionalise, develop, target and assess, referred to as the RCIDTA model.

The authors argue that KM, through social media, facilitates interactions to execute innovative processes within SMEs ever-changing infrastructures. It also informs nascent entrepreneurs, in considering the benefits of systematic KM, and novel SMU, opportunities. The RCIDTA model for SMEs can be utilised in improving knowledge ecosystems of entrepreneurial SMEs, promoting innovation towards sustained organisation growth.

This paper embraces the growing approach of SMEs applying SMU. SMU and its cost efficiency support the start-up activity. This paper highlights central issues concerning the exploitation of sector-specific KM, including organisational strategy, structure, brand formation, fiscal and personnel resource allocation and market share.