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The study examines how late adolescents use the resources embedded in their social network to obtain the information and support they need to do their homework. A particular attention is paid to how social network sites (SNSs) are used and perceived by late adolescents for academic help seeking.

This qualitative study uses in-depth interviewing and critical incident technique. An egocentric approach to Social Network Analysis is also employed to examine the core social network of each participant.

Most adolescents had a solid personal social network but did not always fully take advantage of the resources embedded in it for schoolwork. Availability was the most important criteria for deciding who to approach. SNSs were often used to obtain the help they needed, although phone calls and in-person visits were considered more efficient in certain situations.

This study draws on a small purposive sample that may limit generalization. This research contributes to our understanding of the resources late adolescents have access to within their core social network, the way they take advantage (or not) of these resources for schoolwork, and the role SNSs play in the process. Findings have implications for services that educators and school librarians should provide to support the educational needs of late adolescents.

This study contributes more generally to our understanding of late adolescents’ use of people as primary sources of information to complete school-related homework.

With an increasingly diverse workforce, teams need to handle differences among team members and be aware of the impact these differences have on team meetings. As meetings are strongly shaped by team member interactions, communication between team members is central to meeting success. In diverse teams, effective communication and information sharing is even more crucial than in homogeneous groups due to distinct perspectives and knowledge that group members bring to a team. However, effective communication is also more challenging in groups with diverse members than in homogeneous groups. Especially when there is a strong faultline, that is, when multiple attributes align and teams fall into subgroups, communication within the whole team is impaired and might only take place within subgroups. In this chapter, the authors discuss the role of faultlines in meeting interactions and turn to subgroup formation and its impact on interaction patterns within teams. The authors see intersubgroup communication as an important process that links faultlines to meeting outcomes such as performance or satisfaction. By spanning research areas connecting faultline and meeting research, the authors provide scholars with important research questions to be examined in the future. The authors further introduce a new measure of intersubgroup communication that provides insights into dynamics between subgroups. By relating intersubgroup communication to overall communication within a meeting and taking team size as well as different subgroup constellations into account, this measure facilitates studying intersubgroup communication in meetings. The authors provide formulas that scholars could apply to their research.

Gambling is well-recognised as a significant public health threat. However, current responses to gambling still primarily focus on individualised responsible gambling paradigms, which neglects to consider the range of commercial and political determinants that contribute to gambling harm and how it might influence young people's gambling attitudes and consumption intentions. This includes the marketing tactics used by the gambling industry to normalise harmful gambling products as embedded in everyday life, including in sport. Young people have demonstrated an in-depth gambling brand awareness and can even recall specific strategies used in gambling advertising that might appeal to children. There have been continuous calls for action to protect children and young people from the commercial marketing of gambling products from a range of stakeholders, including young people and their parents. Young people and their parents are very supportive of increased regulations on gambling advertising, particularly during sport, and have called for sporting teams and codes to reject sponsorship deals with gambling companies. However, a heavy reliance on industry self-regulation has meant that governments across the world have decided that the costs associated with exposing children and young people to pervasive gambling marketing are outweighed by perceived benefits that gambling provides to businesses benefiting financially from gambling. Comprehensive curbs on marketing, as seen in tobacco, are required to significantly reduce young people's exposure to gambling advertising and ultimately prevent the next generation of harm.

There has been a growing interest in the field of strategic management to understand the relationship between the organizational capabilities of firms and (a) the direction of strategies pursued and (b) the impact on competitive performance. Much of this literature has been influenced by the resource-based view of the firm. As indicated in early formulations of this theory, one implication is that the organization of resources is equally important as the resources themselves. Accordingly, the organizational and integration of resources and knowledge can be viewed as a core facet of the organizational capabilities of firms that are difficult to imitate for competitors. This paper explores a particular kind of organization referred to as the “P-form corporation” (Project-Form), its organizational capabilities and options for strategic alternatives. The chapter addresses three broad questions: (1) What are the main characteristics of P-form corporations? (2) What are the capabilities acquired and developed by P-form corporations and how are these acquired? (3) How do these capabilities vary across different strategic alternatives in the P-form corporation? The chapter concludes with a discussion about the implications for strategy and management.

This chapter addresses ambidexterity at the individual level. Ambidexterity is defined as a company's ability to guarantee both short- and long-term successes by simultaneously exploring new market or new technological paths and improving existing products. We demonstrate that this ability can result from the evolution of social networks linking individuals involved in idea development. We used a longitudinal approach that combined case study and social network structure analysis of the R&D center of a semiconductor company. Six cases have been selected according to the level of disruption of the first idea generated and the end result in terms of exploration and exploitation. For these six cases, data have been gathered from monthly project reviews, press articles and listings of patents. Seventy-four interviews with key actors in the idea-development process have also been conducted.We mapped the relationships between actors who have contributed to the development of the idea through creative thinking and/or helped it to be accepted both internally and externally over three-year windows. Consequently, two network pictures are drawn for each case, and network structure indicators are computed for these two representations. We created a description of network evolution and the consequences of this process on the level of disruption of the ideas involved. This research demonstrated that different network structures and types of connections are relied upon depending on the explorative or exploitative objectives of teams of individuals.

Research has highlighted the cognitive nature of the business model intended as a cognitive representation describing a business’ value creation and value capture activities. Although the content of the business model has been extensively investigated from this perspective, less attention has been paid to the business model’s causal structure – that is the pattern of cause-effect relations that, in top managers’ or entrepreneurs’ understandings, link value creation and value capture activities. Building on the strategic cognition literature, this paper argues that conceptualizing and analysing business models as cognitive maps can shed light on four important properties of a business model’s causal structure: the levels of complexity, focus and clustering that characterize the causal structure and the mechanisms underlying the causal links featured in that structure. I use examples of business models drawn from the literature as illustrations to describe these four properties. Finally, I discuss the value of a cognitive mapping approach for augmenting extant theories and practices of business model design.

In this chapter we put projects at the centre stage of firms' activities – i.e. product and process innovation, strategy formulation and implementation, capability building and learning, organizational structure and design, and systems integration (the capability to combine diverse knowledge bases and physical components into functioning systems). Based on the findings of a 10-year research programme into firms producing high-value capital goods – known as complex products and systems (CoPS) – we draw out conceptual insights about project organizing that can inform and contribute to the development and reformulation of more universally applicable formal theories of strategic management and organization.