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This paper discusses the implementation of Web 2.0 technology for work experience (WE) in a tertiary context. The technology, specifically social networking software, was implemented in an attempt to help overcome challenges experienced by students out on WE at the Sharjah Higher Colleges of Technology. Typically faculty visited WE students in the field every few weeks but had little other direct interaction due to time and travel constraints, and many students reported feelings of isolation. A social network tool that we named Tawasul was implemented to help overcome this issue by building a virtual community of practice that included both students and faculty. Student feedback revealed strong support for the online application as well as significant differences between male and female students. It is clear from the study that emerging technologies such as social networking tools can help learning during WE, although there are academic and cultural issues that need to be taken into consideration.

Virtual reality, virtual space, virtual organizations, virtual teams; the word “virtual” is today’s organizational buzzword. One of the fastest‐growing, high‐tech office trends today is “virtual teams”. These teams cross time, space, and cultural boundaries and do so effectively with the use of technology. This paper will look at the changing nature of work, give a definition of virtual teams, discuss the qualities needed for successful virtual team membership, and view the communication challenges existing for virtual teams in the twenty‐first century.

“When James Boswell returned from a tour of Corsica in 1765 he wrote: ‘It is indeed amazing that an island so considerable, and in which such noble things have been doing, should be so imperfectly known.’ The same might be said today of Puerto Rico.” Thus began Millard Hansen and Henry Wells in the foreword to their 1953 look at Puerto Rico's democratic development. Four decades later, the same could again be said about the island.

In this article, we demonstrate how a tourist destination can transform itself into a tourism‐based transnational community. Inspired from two case studies, the Britons in Spain and the Quebecers in Florida, we propose a three‐phase model to explore the process the “touristification” of a transnational community. These phases are: the adoption of a tourist destination, the transformation of this destination into a tourism‐based transnational community, and the decline of the latter.

The purpose of this paper is to explore the views and experiences of probation staff working with individuals convicted of a sexual offence who have been prescribed medication to manage sexual arousal (MMSA).

Semi-structured interviews were utilised with a sample of probation staff (offender supervisors and managers, n=12), who supervise individuals convicted of a sexual offence, either in prison, or post-release in the community. Data were analysed using thematic analysis.

Two main themes emerged: barriers for probation staff and suspicious but hopeful. Theme 1 encapsulates factors that prevent probation staff from engaging with MMSA; theme 2 highlighted the samples’ uncertainty and mistrust of the use of medication as a potential tool for risk management and scepticism about individuals’ motivations, particularly in the community.

The main limitation of this study was the differing levels of knowledge the sample had about MMSA and their subsequent ability to discuss MMSA other than in a theoretical sense.

Practical implications include the need for further training for probation staff, improved collaboration between departments and ongoing support for staff to support the success of the MMSA intervention.

This study offers a novel perspective on MMSA – that of the probation staff supervising prisoners taking MMSA. This has not been explored before, and the findings and associated implications are of importance for the treatment and care of those convicted of sexual offences.

The name Data Center evokes images of computers and disks, of cubicles with people scanning computer screens, of sudden surges of mechanical typing by printers. It's ironical that the words “data center” apply now to electronically provided information.

It would be very helpful in retrieval experiments if good retrieval performance for a test collection was known, so that performance for particular devices could be fully evaluated. This paper presents one performance yardstick, based on optimally weighted request terms, and illustrates its application to different test collections.

My research over the last few years has been concerned with the use of automatically‐obtained keyword classifications for information retrieval. Such a classification can be described as a thesaurus, but those classifications which have been most successful in my experiments do not resemble the normal kind of manually‐constructed thesaurus, and the bases on which automatic and manual thesauri are constructed are quite different. Human beings explicitly consider the meanings of words in grouping them, but word meanings are not accessible to computers. Automatic word classification is therefore based on information about the distributional behaviour of words in documents, on the assumption that words which behave in similar ways in terms of document occurrences are semantically related. That is to say, groups of words which are based on the statistical associations of their members in documents should reflect their meaning relations, at least sufficiently for the purposes of retrieval.

Today, many companies don’t want employees who merely “do their jobs.” Instead, they want people who will make them profitable. And because profit‐generation is increasingly in the hand of “teams” of co‐workers who collaborate on short‐ or long‐term projects, or even permanently, companies are looking for people who can fit this type of work structure. This article discusses how a high performance team is much like a wolf pack, and gives a background on the purpose of teams, and describes the many reasons for failure of teams, discussing the qualities needed for successful teams in the 21st century.