What is the ‘personal’ in ‘personal information’?

Ethics and Information Technology - Contemporary privacy theories and European discussions about data protection employ the notion of ‘personal information’ to designate their areas of...     

Issues in the management of embedded knowledge in project-based organizations: the project actor’s role

Knowledge management (KM) in project-based organizations has received substantial attention in recent years, as knowledge processes are insufficiently supported within the organization as a whole. This study specifically focuses on the project actor’s role in managing knowledge. From an actor’s perspective, the problems raised by knowledge embeddedness are identified as a key issue to link project knowledge and organizational knowledge. A conceptual framework is developed that addresses three different aspects of knowledge embeddedness: a relational dimension, a temporal dimension and a structural dimension. Three cases are studied, covering varying forms of organizations in different areas (a consulting firm, an R&D department and an industrial business unit). The results concerning the relational dimension indicate that project actors re-build the network of relationships supporting knowledge. Regarding the temporal dimension, and specifically in their professional field, actors frame professional knowledge related to their project experience. However, actors fail to surmount the problems raised by the structural dimension of knowledge embeddedness. The resulting recommendations for KM concern both Human Resource Management practices and organizational design.     

China’s Sustainable Development in the Shifting Global Context

Significant changes have taken place with regard to the global environment and development since the United Nations Conference on Environment and Development(UNCED) in 1992, when the international community reached a consensus on sustainable development. On the one hand, some progress has been made in advancing sustainable development worldwide and in achieving the     

The public library in the UK’s Big Society

Graham Dutfield is professor of international governance at Leeds, research affiliate of the Intellectual Property Law and Technology Program at York University, Toronto, and adjunct professor at the Center for Studies of Intellectual Property Rights at Zhongnan University of Economics and Law, Wuhan. His research on intellectual property crosses several disciplines, including law, history, politics, economics and anthropology.     

WANG Yupeng:New director of the Institute of Physics

WANG Yupeng, a home-grown physicist, was appointed the new director of the CAS Institute of Physics (IOP) on 13 June in Beijing. He     

Between politics and prevention: A re-examination of China’s schistosomiasis control campaign in the 1950s

In the 1950s, China is widely regarded as having made great achievements in the control of schistosomiasis, also known as snail fever. Despite the success, efforts to prevent the disease did not fare well during the Reform period (1978–present). Given this, several key questions need to be addressed. Was the schistosomiasis control campaign a real success in the context of political fervor? Would a schistosomiasis control policy be successful only when it returns to the Maoist medical model, as Miriam Gross argues? Did schistosomiasis return as advertised, or was it never eliminated since the 1950s? In this article, I argue that (1) schistosomiasis control is widely regarded as a great success in an ecological sense, but as far as a long-term mechanism of control is concerned, an approach that relies exclusively on strong political intervention and mass participation may not be effective; (2) schistosomiasis control should first focus on the establishment of a sustainable, long-term mechanism, rather than a temporary, assault-style approach to the problem; and (3) from the 1950s to the present, the spread of schistosomiasis does not represent its return, but, rather, the failure of control efforts to eliminate it.     

Exploration of the Puerto Rico Trench in the mid-twentieth century: Today’s significance and relevance

The Puerto Rico Trench is a deep oceanic subduction zone that runs parallel with the northern coasts of Puerto Rico and the Dominican Republic. It is the deepest place in the Atlantic Ocean with a maximum depth of approximately 8400 m. Discovered by the HMS Challenger Expedition in 1875, the depth of the trench increased multiple times in the ensuing 100 years with the onset of sonar usage. It is perhaps unique among the world’s deep trenches in that a series of unrelated but equally pioneering expeditions captured the true biological and geological characteristics of one of the deepest places in the world, observations that are still highly relevant today. Multiple deep water trawling campaigns and surveys using drop cameras and exploratory dives in a deep diving submersible provided great insight into the morphology of the trench, the types of habitat within the trench, the substrate, the food supply, and the diversity of species that inhabit these extraordinary depths. Many of these accounts are obscure and disparate, yet combined bear a remarkable similarity to recent work in other trenches. These unique and insightful accounts are collated and retold here alongside recent and comparable findings to contextualise these discoveries, prevent them from being forgotten, and keep the efforts of those involved to remain relevant as we continue to explore the deepest places of the world’s oceans.     

XU Tao:New director of the CAS Institute of Biophysics

CAS has named Prof. XU Tao as new director of its Institute of Biophysics (IOB). The announcement was made at an IOB conference on 5 April.     

Organisational ‘know-where’ and ‘know-when’: re-framing configurations and distributions of knowledge in organisations

This paper explores varying configurations of knowledge in organisations. A multi-dimensional framework of distinctive forms of knowledge is used to highlight different patterns of organisational knowledge, demonstrating their heterogeneity and variability – over time, in terms of depth of expertise, and their distribution within and between organisations. Common knowledge that is shared across an organisation accounts for only a small proportion of organisational knowledge, indicating that strategies to exploit this resource for competitive advantage will be constrained unless mechanisms are developed that enable access to and transfer of knowledge that is not yet shared or common.