The digital age comes with transformational activities (also referred to as digital transformation) triggered by emerging fields and technologies, such as data science and analytics, cybersecurity, cloud computing, blockchain, cryptocurrency, and nanotechnology; helping organizations stay current and competitive. This paper focuses on agile frameworks that support the delivery of data science/analytics projects to ensure organizations rapidly deliver analytics products and services to their customers.

This is an appendix to “What We Can Learn From Each Other: International Archival Pedagogy Conversations and Collaborations,” a manuscript that was inspired by a collaborative workshop at the 2023 institute of the Archival Education and Research Initiative (AERI). The lively workshop discussion revealed both how much the participants all had in common, and how much they had to learn from each other. Their discussion highlighted how disconnected and geographically siloed archival education programs still continue to be, despite opportunities for international collaboration between archival educators. With this issue in mind, workshop participants decided to continue their conversations past the AERI 2023 meeting as part of an investigation of current pedagogical practices, teaching needs, and future goals of archival educators in a variety of settings. They met on Zoom and then corresponded asynchronously for a discussion of the structures of their archival education programs, their students’ needs, their teaching goals, how they respond to challenges in their virtual and physical classrooms, and how they can leverage this and future collaborations to benefit both their students and the archival education field as a whole. Using the transcripts of their conversations as a data set, they then used a grounded theory analysis …

Automotive industries in the developed world have strived to improve performance and productivity by incorporating Knowledge Management (KM) practices in their manufacturing processes. This has been attributed to the use of upgraded technological capabilities in the acquisition, sharing, and retention of organizational knowledge. Literature has unpacked that as much as automotive industries need Information Communication Technologies (ICTs) in their KM strategy, they should also include aspects of Artificial Intelligence (AI) to facilitate and share knowledge (Wisskirchen et al., 2017; Calitz, Poisat & Cullen, 2017; Cronin, Conway & Walsh, 2019). More so, they recognised the limitations of ICTs concerning the management of tacit knowledge, which is intangible and difficult to share, as it plays a crucial role in the KM process. Despite the interest of many authors towards KM in automotive industries, there is a lack of studies aimed at investigating AI as a KM enabler in the South African automotive industry. This is a relevant issue as knowledge in the automotive industries tends to manifest itself tacitly. This realization has spawned a growing interest in incorporating advanced technologies like artificial intelligence into KM practices to overcome knowledge loss and bringing in innovation in automotive industries. It is against this backdrop; …

The dynamics proposed by the information and communication technologies enter economic sectors and require new behaviors. Digital Agriculture is a way to adapt to the new scenario. However, the modernization movement requires that views on agricultural industries be compensated.

Blended learning (BL) assimilates the best digital high-tech learning and traditional methods that involve students in network learning transcending physical boundaries. It has been embraced as a possibility so that knowledge can be distributed through time and space. KM-based approaches may be used to collect, coordinate, and transmit intelligence to control processes that can be utilized efficiently to recognize and share the most important details to address customer needs. This study aims to explain how to apply KM techniques in the BL environment to increase educational excellence and quality during pandemic situations. The specific consequences of BL actions are also stated in this paper. The quantitative approach was used in this study by using an electronic questionnaire from the students of the department of ISLM of the University of Dhaka, Bangladesh. Among the 272 students in the undergraduate program, 74 students replied to the online survey questionnaire. The gathered data were analyzed using SPSS version 20. The Findings of the study showed that KM can be used with BL during the COVID-19 pandemic, including integrated tasks, classroom instruction, online and e-learning. Finally, the study also proposed an intuitive model for applying BL through KM.

This white paper provides a summary of grant activities and provides some best practices and lessons learned for other efforts to make out-of-print humanities books available in ebook format.

Working paper exploring ChatGPT. It begins with an introduction to ChatGPT and then proceeds into a transcript of a conversation with the platform about it and related AI technologies’ impact on the future of scholarly publishing, before concluding with some discussion on the further implications.

It is understood that Social Innovation (SI) is at the service of society, building a positive social value. Collaborative governance favors the government, with characteristics for a better form of applicability of its theories. Therefore, this article aims to identify how collaborative governance and social innovation collaborate for better governance in the public sector.

Corporate universities make up a strategic umbrella for developing the organizational ecosystem with a high impact on business goals. A mature organization in educational activities necessarily creates lasting and sustainable mechanisms for human and organizational development. Thus, we sought to identify the maturity level of a corporate education system and the necessary actions for its evolution based on the Kraemer model (2018).

Emerged in the early 1990’s, governance is a construct which enables to broaden the management focus to a more comprehensive view, assessing efficiency capacity from different perspectives, such as social and political. Among its applications, Corporate Governance is the most known. In the private sector, governance has become a mandatory practice for companies aiming at increasing their market value or maintaining it high, due to the credibility earned by companies with good governance practices. In the public sector governance is a major challenge, once it concerns itself with generating value for society, in addition to the need for transparency and credibility in the management of public affairs. In this context, the objective of this article is to identify the differences and similarities between Corporate Governance in Private Companies and Public Administration.

The pandemic of the COVID-19 (coronavirus) has presented us a new world-wide reality. In a short time, huge changes had been necessary. In the sanitation it has not been different. For handle with essential services, in the majority through public concessions, the rendering of services has been strongly influenced for the chaotic economic situation, the necessity of cares with the health of the employees and for governmental decisions that restrict some activities. Thus, risk management becomes an increasingly urgent need, as the impacts of wrong decisions can lead to huge losses. Starting from the hypothesis that the better risk management within organizations, the better the decision-making process will be, this article aims to present the importance of risk management for mitigation and contingency in the face of the impacts caused by the pandemic of COVID-19.

Disinformation and misinformation are pervasive in unregulated social-media environments, which are used habitually for obtaining news. Fenn et al in 2019 stated that “Given that people tend to share interesting information to maintain social relationships or to manage their impressions, information that receives more likes may subsequently be shared more often” (Fenn, Ramsay, Kantner, Pezdek, & Abed, 2019, p.133) Recent studies also revealed that misinformation from politicians and celebrities has increased in recent years which lead to more engagement on Twitter (Brennen, et al. 2020 ). There has been a lot of misinformation pertaining to COVID-19 masks on Twitter. Due to the misinformation, many people might not believe in the effectiveness of masks. Even though studies have shown the effectiveness of wearing masks in different countries (Lyu and Wehby, 2020). Not wearing masks affects people's health and indirectly increases the spread of COVID-19. Studies of social noise and misinformation cases on social media are needed, specifically focusing on how social noise influences and contributes to the spread of misleading and possibly harmful messages.

Undergraduate thesis explores the link between self-perceived flow states and a feeling of community belonging within the context of the high school band environment. The methodology observed a positive interdependence between a perceived sense of community and the flow parameters of challenge-skill ratio, utilization of clear goals, and provision of unambiguous feedback.

The research seeks to know if the COVID-19 pandemic has created culture change by measuring the criteria of work outputs and actions of organization members. As a part of this research, a survey was developed to identify how and to what extent workplace culture has been impacted. 111 professional services staff from a North Texas business were surveyed. We identified three factors for criteria of work outputs and behavior that indicates the current level of change of the culture. The three factors are identified as, Expectations (α= 0.786), Accuracy (α= 0.603), and Timeliness (α= 0.552). Factor analysis and descriptive statistics are used to analyze the result from the survey.

Identifying support from Knowledge Management (KM) frameworks and Risk Management to build collective intelligence for handling systemic crises, triggered by the Corona virus disease 2019 (Covid-19)

Successful organizations are continuously looking for better ways to improve efficiency. Knowledge management (KM) in institutions is essentially based on an understanding of knowledge creation and knowledge transfer. At Tarrant County College, we are currently developing a District-wide knowledge management (KM) program. This KM process is implemented via micro pilot projects and processes; and an analysis of current technology, structure, and culture. We carefully try to anticipate challenges we will encounter as the project is executed (geographical distance during a pandemic, cultural barriers, dealing with tacit knowledge…). Next, we carefully begin to create a road map for the KM process including: Establishing objectives, preparing culture change, creating a high-level process, identifying KM/communication/knowledge dissemination gaps, selecting appropriate technology, and deciphering the current status of KM throughout the District. Then, we attempt to implement our KM process via micro pilot projects. We will soon develop methods for evaluating our KM workflow. Our initial results suggest Laserfiche might be able to host 70% of or data and information, however other tools such as ITSM, Microsoft TEAMS, Team Dynamics… will also be needed to host data and information.

Conference paper seeking to answer these questions: What is the current state of digital readiness in African countries? Do existing digital readiness assessment tools, indicators, or metrics, help to assess the digital readiness of countries in Africa?

Conference paper examining the deployment of The Keeper App, developed at the University of North Texas (UNT) Libraries, to help students document their daily lives as members of the UNT campus community. Deployed one year before the COVID-19 pandemic hit the world, the Keeper App soon became a means for students and other members of the UNT community to share their experiences from isolation during the time of crisis.

Organizations struggle to harness tacit knowledge – the knowledge that resides in the heads of knowledge workers, whereas there are always opportunities to capture knowledge during project management activities. Using a literature review, this paper analyzes how knowledge can be captured during different project management phases. It attempts to bridge frequently ignored areas of project management, knowledge management, and analytics.

Guidelines created to support the University of North Texas Libraries' all-gender restroom in the Annex building.

This is the hierarchical coding scheme used for qualitative analysis of interviews with language archive managers, depositors, and end-users as part of the 'Exploring Methods and Techniques for Facilitating Access to Digital Language Archives' project (January 2019-August 2020).

This paper explores the history of the University of North Texas' marching band, the Green Brigade Marching Band, including it's early iterations in 1911 to achievements in 2021.

Knowledge is the central component of knowledge management (KM); it comes into existence, is managed, and has effects through the activities performed upon it and the results of those activities. Much of the foundational KM literature identifies and classifies these activities (Baskerville, Dulipovici, 2006; Becerra-Fernandez, 2005; Evans, Ali, 2013; Evans, Dalkir, Bidian, 2014; Girard, Girard, 2015; Pee, Kankanhalli, 2009; Mohajan, 2016; Sajeva, 2010). We propose an extension of these activity classifications.

While explicit knowledge can be to some extent separated from human brain and stored in organizational memory, tacit knowledge cannot be detached from the individuals who possess it, therefore its management cannot rely primarily on technologies. This calls for knowledge-worker centered approach. Individuals with different cognitive styles process information differently and use a variety of reasoning patterns for decision making and building their personal knowledge bases. The paper overviews the potential applications of the construct of cognitive style to managerial practice in knowledge intensive organizations. It also presents a model that can help visualize the relationships between different cognitive styles and knowledge management processes. The model also demonstrates how such cognitive dimensions manifest themselves at different stages of KM cycle.