Capabilities in, capabilities out: overcoming digital divides by promoting corporate citizenship and fair ICT

This conceptual article discusses strategies of corporations in the information and communication technologies (ICT) sector and their role in the conflict over access to knowledge in the digital environment. Its main hypothesis is that ICT corporations are very capable actors when it comes to bridging digital divides in both developed and developing countries??maybe even the most capable actors. Therefore, it is argued that ICT corporations could use their capabilities to help citizens gain sustainable access to knowledge in order to enable them to lead self-sufficient lives. In a nutshell, capabilities are presented as both the input (capabilities of ICT corporations) as well as the output (capability building for empowering citizens) of corporate strategy-making focusing on fair ICT. Corporate citizenship is put forth as the theoretical concept bridging corporate strategies and access to knowledge: If ICT corporations act in accordance with their self-understanding of being ??good corporate citizens??, they could be crucial partners in lessening digital divides and helping citizens gain access to knowledge. From the perspective of ??integrative economic ethics?? (Ulrich 2008), it is argued that ICT corporations have good reason to actively empower citizens in both developed and developing countries by pursuing ??inclusive?? strategies in many fields, such as open-source software development. That way, ICT corporations could enable, support and provide citizens with capabilities enabling them to help themselves. In order to make inclusive business models work, the rules and regulations companies find themselves in today must enable them to act responsibly without getting penalized by more ruthless competitors. This article explores several cases from the ICT field to illustrate the interplay between a responsible business model and the rules and regulations of the industry. From a capabilities perspective, the most desirable mix of corporate strategies and industry regulation is one that results in the highest level of generativity (Zittrain 2008). Thus, ICT should not be closed systems only driven by the company behind them. Instead, they need to be open for the highest possible level of third-party innovation.     

Bandpass sorting of heterogeneous cells using a single surface acoustic wave transducer pair

Separation and sorting of biological entities (viruses, bacteria, and cells) is a critical step in any microfluidic lab-on-a-chip device. Acoustofluidics platforms have demonstrated their ability to use physical characteristics of cells to perform label-free separation. Bandpass-type sorting methods of medium-sized entities from a mixture have been presented using acoustic techniques; however, they require multiple transducers, lack support for various target populations, can be sensitive to flow variations, or have not been verified for continuous flow sorting of biological cells. To our knowledge, this paper presents the first acoustic bandpass method that overcomes all these limitations and presents an inherently reconfigurable technique with a single transducer pair for stable continuous flow sorting of blood cells. The sorting method is first demonstrated for polystyrene particles of sizes 6, 10, and 14.5 μm in diameter with measured purity and efficiency coefficients above 75 ± 6% and 85 ± 9%, respectively. The sorting strategy was further validated in the separation of red blood cells from white blood cells and 1 μm polystyrene particles with 78 ± 8% efficiency and 74 ± 6% purity, respectively, at a flow rate of at least 1 μl/min, enabling to process finger prick blood samples within minutes.     

Hochschulerneuerung nach der Vereinigung der beiden deutschen Staaten?

The unification of the two German states in October 1990 had a significant impact on educational politics. The combination of two educational and university systems that were based on clearly divergent political and social foundations lay ahead. The thesis is discussed here that the unification of FRG and GDR could not lead to the renewal of universities in Germany but only to an adaptation of eastern society to western society. But with the foundation of a Faculty of Educational Sciences at the Technical University of Dresden (Land Saxony) successful attempts to renewals at an intermediate level are also presented. The author describes the production and realization of a project he helped to develop and at the same time addresses the emerging problems the new faculty triggered.     

Open-ended Cases in Agroecology: Farming and Food Systems in the Nordic Region and the US Midwest

Abstract

Our aim is to describe open-ended case studies for learning real-life problem solving skills, and relate this approach to conventional, closed-ended decision case studies. Teaching methods are open-ended cases in agroecology, an alternative to traditional strategies that lead students through prepared materials and structured discussions to determine an outcome already known to the instructor. Our method promotes a culture of curiosity. Multiple evaluation criteria show how this learning strategy provides students with practice in researching, envisioning and designing potential scenarios for clients in the field. In agroecology case studies, students and instructors are co-learners in a discovery process that includes gathering information from key clients, interviewing major stakeholders, and building an understanding of the current context of the local farming and food systems. Two agroecology courses in Norway, a field course in the US Midwest, and an experimental course in Sweden and Vietnam illustrate this learning strategy. Student evaluations of learning have been highly positive, and skills and methods from courses have been applied in their thesis projects and professional careers.

Practical results reveal that students are well prepared for an uncertain, complex, multi-dimensional and dynamic future, have the capacity to develop alternative future scenarios, and have practiced methods to evaluate options based on production, economic, environmental and social criteria and impacts. This innovative strategy is offered as a complement or alternative to conventional decision case studies and evaluated as an approach to experiential learning, an important and effective method for adult learners.     

Artificial intelligence and knowledge management: questioning the tacit dimension

Knowledge management (KM) has matured to the point that many organisations either believe they have such practices in place or at least understand they are relevant to the knowledge work commonly undertaken in many industries. What is lacking from the literature, however, is a solid foundation for the philosophies underpinning KM and particularly for how tacit knowledge informs the KM space. Research over decades shows tacit knowledge underpins all other forms of knowledge, enabling the interpretation and judicious application of knowledge, leading (at its highest levels) to the concept of wisdom. As an academic discipline, artificial intelligence (AI) was established before KM, has been grounded in the computing discipline for many decades, and is applied broadly in many domains. This paper explores how AI can inform the KM debate. Rather than simply provide examples of AI success stories as applied to KM in practice, it explores the theoretical and practical limitations of AI and KM in unison, providing at the same time a strong epistemological understanding of both disciplines as a means of furthering the knowledge debate, with particular emphasis on the role of tacit knowledge within this jurisdiction.     

Innovating strategically in information and knowledge management: Applications of organizational behavior theory

A business school declares its strategy as becoming a leading European institution. As main vehicle for achieving recognition is the implementation of a top-down strategy naming five academic fields as key – (a) finance, (b) economics, (c) marketing, (d) law, accounting, and auditing, and (e) organizational behavior (OB). Top management allocates resources for research, academic activities, and positions to these five strategically chosen areas. Academic areas that are not strategically named must generate their own income through educational programs and research grants. Can OB serve as the platform to ensure the survival of IS/KMS? In our analysis, we found no other business school formulating a strategy along these lines; dominating strategic themes are internationalization, research excellence, and student environment. No academic field is singled out as strategic. We argue that selecting a few academic areas as a strategy is dysfunctional. We also found that OB is not very actively employed in research, be it positioning, theory, research model, analysis, or discussion. Hence, we do not find that OB offers any theorizing help to IS/KMS – this in contrast to innovation and change theories, for which we propose an framework as a means of defining IS/KMS research projects.