Maria Bonn, Josh Bolick, and Will Cross, eds. Scholarly Communication Librarianship and Open Knowledge

Bonn, Bolick, and Cross’s work, Scholarly Communication Librarianship and Open Knowledge , presents the macro and micro of scholarly communication (“scholcomm”), the “what” and the even more important “why” and “how” of scholcomm work in libraries, and thoroughly examines openness in its many different forms: open access (OA), open data, open educational resources (OER), and open science. While its length qualifies it as a textbook, the way it’s written makes it an enjoyable, information-packed read for both library workers with minimal scholcomm knowledge, as well as those with deeper knowledge and expertise. Where other texts appear to break down scholcomm and openness into key concepts like policy and infrastructure—separate from the implementation of open access in academic libraries1—Bonn, Bolick, and Cross’s textbook lays it all out for readers in an organized manner.

Book review of Scholarly Communication Librarianship and Open Knowledge (ed. Bonn, Bolick & Cross, 2023)

Examines the Japanese management philosophy in organizations, and develops a 15‐item, four‐factor (family orientation and loyalty, open communication, team approach, and manager knowledge) Japanese organizational culture scale (JOCS). Investigates the differences in JOCS and other work‐related variables between 156 non‐unionized employees of one Japanese‐owned automobile plant and 144 unionized employees of one US‐owned automobile plant in the USA. There were no differences in income and education. Employees in the Japanese‐owned plant had higher scores for family orientation and loyalty, open communication, team approach, manager knowledge, organizational commitment, organization‐based self‐esteem, organizational instrumentality, intrinsic satisfaction, and extrinsic satisfaction than those in the US‐owned plant. Results are discussed in light of organizational culture and enhancing quality and productivity in the global competitive market.

Scholarly Communication Librarianship and Open Knowledge

Review of Scholarly Communication Librarianship and Open Knowledge, edited by Maria Bonn, Josh Bolick, and Will Cross. Association of College and Research Libraries, 2023. 528 pp. ISBN 9780838939901.

Scholarly Communication Librarianship and Open Knowledge, edited by Maria Bonn, Josh Bolick, and Will Cross, is an openly licensed textbook, packed with foundational knowledge, as well as practical lessons in open data, open access, and open education; it also includes short case studies from those working in the field. Readers hear from nearly 80 scholarly communications (scholcomm) practitioners, offering a range of perspectives on everything from coordinating an OER program to supporting reproducible research through the curation of open data. The book, intended for MLIS students and those new to scholcomm, addresses several well-known curricular gaps in the profession’s training—namely, in the areas of copyright, open data, open education, and scholarly publishing. Scholarly Communication Librarianship provides both the contextual information, and the practical skills and resources necessary for a deep, multi-faceted understanding of scholcomm and all it entails.

The society of today is sometimes called a network society. The internet makes it possible to communicate globally. This network based new economy, is based on information, which means creating value using information and knowledge. The management of work, raw material, capital, production, development of new product and services, and consumption, is taking place globally through a network of people and organisations. Different organisations can cooperate, perform different part of a business and work together in value adding processes. This structure is sometimes called a network organisation. In the concept open innovation, organisations cooperate with suppliers, competitors, universities, research centres, customers, and other people outside the organisation to develop products and service. Open innovation builds upon open communication and knowledge sharing between organisations and between organisations and people. The platform economy, a variant of network organising, uses online platforms to coordinate and control contract workers. The platforms tend to use algorithmic management, based on customer rating and other performance indicators to channel away work for the workers who underscore. The work tasks in the platform economy vary a lot, from very narrow and simple tasks, so-called microwork, e.g. finding addresses on internet and completing surveys, to broader high-skilled tasks such as developing software or other new product and services. All platform work is however considered as precarious work, as the self-employed contractors can lose their job without notice, the workers lack social security benefits, and have to cover cost for insurances, technical infrastructure such as computers or vehicles.

Processes in multinational corporations (MNCs) have to be configured with regard to the challenges of a permanently evolving environment. Process-innovation teams are considered to be powerful tools inside organizations to cope with this necessity. Their performance is of major importance for most MNCs. As a response to the increasing internationalization and globalization of markets, these teams show a growing culturally diverse composition. This article focuses on two major processes that are discussed to decide about a positive or a negative performance of a team: intra-team communication style and knowledge transfer. Explicitly, this article (1) tests for the influence of cultural diversity on intra-team communication and knowledge transfer, and (2) empirically examines the impact of the openness of intra-team communication and knowledge transfer on the performance of multicultural teams. A quantitative empirical survey among 84 team-members of 20 culturally diverse teams within a German sport...

The relevance ofimplementing open science is driven by the need for reforms in scientific organizations to increase the efficiency and transparency of research, as well as for the further sustainable development of Ukraine as a strong European country. The article analyses the theoretical foundations of open science and concludes that key elements of open science include open scientific knowledge, open scientific infrastructures, open engagement of society, and open dialogue with other knowledge systems. The goals of implementing open science policy in the European Union include data openness, creating the European Open Science Cloud, developing new generation metrics, interdisciplinary, openness of scientific communication, recognition of open scientific practices, research integrity, and reproducibility of scientific results, as well as the necessary skills for implementing open research procedures and practices. The article emphasizes the main advantages of open science: increasing the efficiency of science by reducing duplication and costs of data creation, sharing, and reuse; enhancing transparency and quality in the process of verifying the credibility of research results; accelerating knowledge transfer, promoting a faster transition from research to innovation; increasing the impact of research results on the economy; providing more effective responses to global challenges that require coordinated international actions; and promoting citizen engagement in research. An overview of national policies, as well as the policies of the United Nations Educational, Scientific and Cultural Organization (UNESCO), the European Parliament and Council (EU) is presented. The regulatory framework for implementing open science in the European research area and Ukraine is analysed. The main values and principles of open science, which serve as a framework for its practical implementation, are characterized. Practical recommendations for the development and implementation of open science in scientific organizations are substantiated.

Relationship marketing principles shifted with the emergence of the social Web. The firm-centric, traditional closed doors approach is no longer assuring the survival in a global market with demanding and informed customers. Customer touch points are replaced by an open mentality where customer experience and creative collaboration with prosumers has changed even CRM techniques. The present paper analyses the journey from traditional CRM, to social CRM and PoRM (Prosumer-oriented Relationship Management) in response to consumer creative engagement desires. Thus, four PoRM processes are conceptualized by taking into consideration the necessities for prosumer management: the creation of a community, creativity enablement for open innovation, knowledge management and communication channels. In the end general functional blocks with several patterns are presented for efficient services and innovative ideas. This research constitutes one of the first steps into the conceptualization and explanation of the PoRM theory with implications in the design of future relationship management technologies.

In the humanities, there are traditionally some subfields, like local and regional studies, where the engagement of citiziens is responsible for a large part of the knowledge production. Currently, this work mostly follows traditional patterns of knowledge communication: publication in closed-access journals or by publishing printed monographs in very small editions. Works published in this way is therefore rarely perceived outside of the research community. Open and digital knowledge communication accompanying traditional channels not only increases the visibility of citizen science works but also facilitates their further use, reproduction and citability. A mix of open and digital methods is demonstrated by the example of the project "Kamptaler Sakrallandschaften": Complementary to the printed publication, all documented small monuments are recorded in a structured way in Wikidata, and the image material is stored under a free license.

CONTEXTAddressing new agricultural challenges may benefit from open communication among field extension agents and other actors who hold relevant expertise, including subject matter specialists and applied researchers. OBJECTIVEIn the context, this article investigates the contribution of two social media messaging platforms, in Ghana, to facilitating open information sharing and interaction amid the emergence of a new pest, fall armyworm. METHODSUsing thematic content analysis and network analysis, we analysed the types of content exchanged over the platforms, the characteristics of the networks in terms of the involvement of different actors in sending and receiving messages; and through platform user surveys established how such interaction patterns were influenced by social relations, self-representational interests and organisational set-ups and rules. RESULTS AND CONCLUSIONSThe results indicate that both social media platforms are characterised by relatively centralised network and communication structures, suggesting that participation in especially sending messages is non-egalitarian. Such structural features are not conducive to complex knowledge and problem solving processes such as knowledge integration and joint problem solving. In line with this, the analysis of the actual knowledge and problem solving processes taking place demonstrated that the platforms were used more for knowledge and information dissemination as well as for the distribution of notifications in support of organisational coordination. Our investigations show that social hierarchies, organisational rules and tactics related to identity management influenced these patterns of interaction and posed constraints to open knowledge and information sharing. Nevertheless, the platforms play meaningful roles in supporting knowledge processes, and are likely to generate useful input for knowledge integration and collaborative problem solving in complementary face-to-face settings. SIGNIFICANCEThe study contributes to an emerging research area that relates social media (other than Facebook) to knowledge sharing, problem solving and broader forms of collaboration in professional spaces, in the African agricultural context.

Road projects have a crucial part to play in the economic advancement and progress of any nation as they facilitating wealth generation and creation of job opportunities. Their performance must be achieved to meet the expected goals by the project stakeholder. However, some projects bring disappointment after investment. County Government of Kisii has previously had heavily invested in road construction projects, aimed to enhance transportation and improve the economy. In analyzing of its project success rate, many have experience quality complaints, over budget and overtime. So as a result, this research targeted to determine the impact of stakeholder participation against progression of Kisii county's construction projects on roads. Further, the research, aimed to provide feedback that can be useful to improve project performance. This research was rooted on three theories including; Diffusion Innovation Theory, Stakeholder Theory and Resource Based View Theory. A research design in the form of descriptive was utilized where population targeted included 45 road construction projects, and 65 project managers, road engineers, contractors, technical auditors, surveyors, consultants and community representatives as the unit of analysis respectively. The instrument for data collection was a semi-structured questionnaire in nature. Data was then analyzed using SPSS and MS Excel, where inferential statistics as well as descriptive were performed. The Cronbach's Alpha values of all variables above 0.7 indicated excellent applicability of the research instrument. The R-square value in multi-regression analysis shows a significant correlation of 78.6% level of variability in the dependent variable as determined by the independent variables in the model. Descriptive statistical analysis of stakeholder participation in Kisii road projects showed mean ratings that were consistently high on project identification, project implementation, and project monitoring. However, the project planning stage depicted that stakeholders were engaged only up to an extent after which they were ignored. As per the correlation and regression analysis, stakeholder engagement in project identification, project monitoring, project implementation, and project planning exhibited the strong correlation with project performance. The study therefore, recommends project to be aligned with the needs of the stakeholders, who in turn help in the determination of risks that would otherwise affect every other stage of the project cycle. Project team should implement a project portfolio management strategy that would allow systematic evaluation, ranking, and selection of projects based on their strategic fit, resource requirements, and expected returns. The study advised that risk assessment and mitigation strategies must be devised to proactively address potential challenges, and a realistic project timeline with achievable milestones should be set. More so, to develop strategies, and have a detailed facilitation schedule and a budget to be utilized throughout the project cycle. Also, develop a well-structured project management framework that defines roles, responsibilities, and communication channels among team members. Additionally, implement a comprehensive project plan that includes detailed task assignments, timelines, and dependencies, along with contingency plans for potential setbacks. Foster a collaborative and inclusive work culture that encourages open dialogue, knowledge sharing, and problem-solving. The study also recommends a real-time project management tracking mechanisms to capture and analyze data regularly to enable quick identification of deviations from the plan. Lastly, the study recommends to foster a culture of open communication and transparency among team members to encourage them report concerns promptly.

As the Oil and Gas (O&G) industry is facing continuous challenges, including stringent environmental regulations, elevated exploration and drilling expenses, costly equipment failures and maintenance, and a concerning dropout rate of technology projects up to 70% within PETRONAS Upstream Business, there is an urgent need to foster a culture of innovation within the organization. This is crucial to enable sustained business performance and growth, particularly in an era of volatile oil prices and the need for financial returns that match stock market performance (Macleod, 2003). Addressing this requires striking a balance between accountability in experimentations, ensuring scalability and sustainability, while maintaining prudent cost management. Technological innovation has been identified as a key factor in O&G company's bottom line, not only as a tool for operational process improvement but also as a driver for the company's relational marketing (Marsala, 2008). To successfully introduce innovations and new technologies, organizations must consider three key factors: the prevailing creative energy flow, the alignment to company goals, and the effective management of interactions within the organization (Armacanqui, 2015). Often, attempts to introduce new technologies and innovations fail because factors are overlooked during the planning or execution stages. Hence, to navigate these challenges, organizations must create a supportive environment for innovation by fostering a culture of open communication, collaboration, and knowledge sharing. Taking advantage of the rapid progress made in building the foundation for innovation in 2021, this paper focuses on the adaptation of the Working Backwards Methodology (WBM) and innovation framework within the Upstream business to enhance innovation capabilities, ensuring long-term success and competitiveness. The framework provides a structured approach to identify opportunities, generate ideas and validate solutions, thereby accelerating the adoption of new technologies and innovations within the organization.

Purpose: To aim of the study was to examine the effect of leadership on organizational learning and knowledge management in India. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: Effect of leadership on organizational learning and knowledge management in India reveals that effective leadership significantly enhances both areas by fostering a culture of continuous improvement and innovation. Leaders who prioritize open communication and knowledge sharing create an environment where employees feel empowered to contribute ideas and learn from one another. This, in turn, leads to improved knowledge management practices, as leaders who support training and development initiatives ensure that valuable knowledge is systematically captured, stored, and utilized. Unique Contribution to Theory, Practice and Policy: Transformational leadership theory, knowledge-based View (KBV) & situational leadership theory may be used to anchor future studies on effect of leadership on organizational learning and knowledge management in India. Organizations should implement and continuously refine leadership development programs that emphasize the integration of transformational, participative, ethical, and servant leadership qualities. Organizations should establish policies that promote leadership styles conducive to effective knowledge management.