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This is a reworking of a paper presented at the Australian Library and Information Association, Special Health and Law Libraries Conference in Melbourne, Victoria in August 2001. The author asks whether the corporate sector is aware of information literacy as a “new economy” skills set, and a solution to information overload. The move to a knowledge based economy, along with investment by industry leaders in knowledge management and lifelong learning, has prepared the way, but there is little evidence that businesses are addressing the information literacy gap on a micro level. The author looks at whether different terminology is used in the business sector to describe aspects of information literacy. She concludes that while there is some overlap with established concepts, information literacy is generally not adequately addressed, with the result that many workers are poorly equipped to deal effectively with information in their everyday work.

This study seeks to examine how the quantitative semantics of the learning curve phenomenon can be employed in order to derive monetary information for team learning observed within knowledge‐intensive production environments.

Software development is selected as an identical example of a team‐based, knowledge‐intensive production environment. The interaction of learning rate of the developer teams and the improvements on their average solving time (i.e. productivity) is modelled as a Lotka‐Volterra predator‐prey interacting populations system establishing a causal relationship between the human capital (HC) of organizational teams and the observed learning curve effects on their performance. In addition, empirical evidence illustrates that the estimated learning rates capture the entire range of team learning effects on performance fluctuations caused by the HC.

The fluctuations on the learning rates can be interpreted as a result of the HC variability across the population of developer teams. Hence, the cost implications of the HC within knowledge‐intensive production environments can be rationalised using the quantitative semantics of the learning curve phenomenon

The learning curve is associated with the cost side of the organizational income‐generating process limiting its potential valuation applications for team learning observed within the context of the production environments.

The study offers a theoretical justification, supported by empirical evidence, for employing the mathematical expression of the learning curve paradigm to rationalize the financial consequences of team learning observed within production environments.

The aim of this paper is to make an attempt to find good values of onsite–offshore team strength; number of hours of communication between business users and onsite team and between onsite and offshore team to reduce cost and improve schedule for re-engineering projects in global software development environment.

The system dynamics technique is used for simulation model construction and policy run experimentation. The experts from Indian software outsourcing industry were consulted for model construction, validation and analysis of policy run results in both co-located and distributed software development environment.

The study results show that there is a drop in the overall team productivity in outsourcing environment by considering the offshore options. But the project cost can be reduced by employing the offshore team for coding and testing work only with minimal training for imparting business knowledge. The research results show that there is a potential to save project cost by being flexible in project schedule.

The study found that there could be substantial cost saving for re-engineering projects with a loss of project schedule when an appropriate onsite–offshore combination is used. The quality and productivity drop, however, were rather small for such combinations. The cost savings are high when re-engineering work is sent to offshore location entirely after completion of requirement analysis work at onsite location and providing training to offshore team in business knowledge The research findings show that there is potential to make large cost savings by being flexible in project schedule for re-engineering projects.

The software project manager can use the model results to divide the software team between onsite and offshore location during various phases of software development in distributed environment.

The study is novel as there is little attempt at finding the team distribution between onsite and offshore location in global software development environment.

This paper aims to explore how social enterprises are treated in scholarly research on quasi-markets. In so doing, the paper aims to show that a number of critical knowledge gaps persist which require deeper engagement from researchers, practitioners and policymakers alike.

This study adopts a conceptual analysis of the existing literature concerning social enterprises and quasi-markets.

The paper finds that there are four main knowledge gaps in this area. First, there are moral dilemmas created by boundary shifts, arising from the development of quasi-markets. Second, the phenomenon of “tactical mimicry” (Day and Teasdale 2016) represents a key theoretical platform not yet fully explored. Third, the lack of clear, comparative assessments of social enterprises across quasi-markets, and other types of service providers is also apparent despite offering a significant methodological opportunity for scholars. Fourth, there is the issue of how social enterprises engage in, and resource the operational functions that will support their management of conflicting logics, especially rigorous impact measurement.

This paper uses a synthesis of key social enterprise and quasi-market studies to extend current debate in this area, which tends to be diffused and complex. By focussing on critical knowledge gaps, the paper contributes a meta-level appraisal of the key areas for future research, providing a focussed agenda for scholars to target their efforts in growing this important body of knowledge.

The purpose of this paper is to provide new insights into the contribution and experiences of non-statutory sector (voluntary) services delivering care coordination.

This qualitative study, based on face-to-face semi-structured interviews with 17 managers from a range of non-statutory sector services, used thematic data analysis supported by a framework approach.

Four themes emerged: commissioning arrangements undermined non-statutory sector development; working relationships between statutory and non-statutory services required time and energy to navigate and sustain; the establishment of a niche role in the larger network of provision; and tensions relating to future developments. The non-statutory sector was found to provide a mix of services, including specialist provision targeting specific communities that complemented or substituted for those provided by the state. Managers wanted their services to be recognised by the statutory sector as equal partners in the delivery of care coordination and were also keen to retain their independence.

Findings provide information for service commissioners and managers from statutory and non-statutory sectors indicating a complex set of experiences and views regarding the role of the latter. This is particularly salient in a political landscape which has increasing expectations of their involvement in the provision of care coordination.

This study considers the work of the non-statutory sector in the delivery of care coordination to adults and older people, an area under-reported to date. It suggests that there are opportunities available for these services to become embedded within a wider social care system and to excel by retaining or developing specialist roles and services.

The purpose of this paper is to find good values of onsite-offshore team strength; number of hours of communication between business users and onsite team and between onsite and offshore team so as to reduce project cost and improve schedule in a global software development (GSD) environment for software development project.

This study employs system dynamics simulation approach to study software project characteristics in both co-located and distributed development environments. The authors consulted 14 experts from Indian software outsourcing industry during our model construction and validation.

The study results show that there is a drop in overall team productivity in outsourcing environment by considering the offshore options. But the project cost can be reduced by employing the offshore team for coding and testing work only with minimal training for imparting business knowledge. The research results show that there is a potential to save project cost by being flexible in project schedule.

The implication of the study is that the project management team should be careful not to keep high percentage of manpower at offshore location in distributed software environment. A large offshore team can increase project cost and schedule due to higher training overhead, lower productivity and higher error proneness. In GSD, the management effort should be to keep requirement analysis and design work at onsite location and involves the offshore team in coding and testing work.

The software project manager can use the model results to divide the software team between onsite and offshore location during various phases of software development in distributed environment.

The study is novel as there is little attempt at finding the team distribution between onsite and offshore location in GSD environment.

Strengths-based professional development has been associated with positive outcomes in academia and in the organizational workplace. Students pursuing their doctoral degrees in the biomedical sciences in the US are often on graduate assistantships, where they experience an academic component to their training integrated with an employee-like existence. The individual who serves as their academic and research advisor is often their supervisor, who pays their stipend. The traditional training structure poses unique challenges and may be accompanied by stress, burnout and imposter phenomenon. The purpose of this study is to utilize a strengths-based approach to equip students with essential personal and professional skills that build self-awareness and self-confidence further preparing them for their future in the scientific workforce.

The authors developed and implemented a novel strengths-based professional development cohort program for doctoral students in the biomedical sciences at a research-intensive (R1) institution. The program was designed to create a supportive and inclusive space for participants (n = 18) to explore their identity as a student and scientists and to develop and leverage their talents for more effective and strategic use. Program outcomes were evaluated through a mixed methods case study design using a post-program Likert-based survey (n = 10 participants) and participant interviews (n = 13). Explanatory sequential design was used in the interpretation of the findings.

The results show that the program had a positive impact on students’ perceptions of themselves as scientists, as well as on their self-efficacy, self-confidence and interpersonal interactions in the research setting.

This strengths-based professional development program demonstrates immense potential as a model to equip students with self-awareness and a new foundation of essential skills needed to supplement their technical and scientific training for their future careers in the team-based workplace.

This study demonstrates how professional development programming can complement scientific training by equipping students with self-awareness and other lifelong skills to navigate feelings of imposter phenomenon and interpersonal relationships in the team-based workplace.