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In the knowledge management domain, the conversion of tacit knowledge to explicit knowledge is critical because it is a prerequisite to the knowledge amplification process wherein knowledge becomes part of an organization’s knowledge network. In this article, knowledge exchange protocols are examined as a vehicle for improving the tacit to explicit knowledge conversion process. In an experiment testing the use of knowledge exchange protocols, it is learned that while structure may significantly improve the tacit to explicit knowledge conversion process, it also may matter how the structure is employed in this process.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

CD‐ROM was first demonstrated in the United States in November 1984. Since then many organizations, including agencies of the Federal government, have embraced the technology, and an increasingly large and diverse product base is emerging. In March 1986, Microsoft Corporation sponsored a major conference on the topic, which was attended by almost 1000 persons. The registration fee of $900 precluded most librarians from attending. David Miller provides a thorough report on the conference, and a complete directory of participants, for the benefit of those who could not attend.

In this chapter, the authors explore the entrepreneurial nature of craft brewing. The authors find growth in the microbrewery sector has been supported through a cooperative approach between competing artisanal small firms. This has helped build competitive advantage in resistance to the dominant market forces of large brewers. Data were gathered using semi-structured interviews with 12 craft brewers in the North East of Scotland. Analysed findings are used in the design of a conceptual model on the nature of collaboration in the craft beer sector. An artisanal scene is presented, where community benefit and continued development of the craft beer movement is prioritised, over commercial and strategic growth. The typically small firms in this area share resources and support each other in a drive to wean customers away from the large mainstream producers. The authors argue that the nature of the craft beer sector seeks to actively resist market dominance, not only through product quality and marketing, but also in the entrepreneurial behaviours enacted to sustain the movement. The findings suggest a co-existence of both collaboration and competition in the strategic decisions of craft brewers. The focus is on the locally embedded connections these firms develop in the maintenance of their craft roots, with a range of complex interconnected factors linking brewer, community, and the broader industry.

Few published studies have examined which values and motives might encourage the purchase of craft beer (CB) over the Internet by Millennials. This study aims to investigate the motivations behind CB online buying habits among Millennials, and the chosen context is Italy. Adopting a revised model of the Alphabet Theory, a questionnaire-based consumer survey was designed. The data were collected in Italy, between January and April 2020, from a convenience sample composed of 273 interviewees aged 25–39. A structural equations model was estimated using a three-stage least squares regression. The interviewees were segmented into two groups based on their habits of purchasing CB online, using a triadic split procedure. The findings confirm the significant role played in Millennials’ attitudes towards CB online purchasing habits. Specifically, within the whole sample, our concern was with the essential role played by online product availability. The impulsive desire to discover a moment of pleasure is the principal aspect influencing Millennials’ attitudes (among those who are more inclined to purchase CB online). Whereas, for consumers less inclined, sensorial aspects, self-identity and local identity remain relevant. Given the lack of research on Millennials in this purchasing context for CB, this study breaks new ground to better understand this group and the CB consumer culture in this evolving sector. These findings shed new light on making and selling CB, as well as on the interests of beer consuming communities. The findings may help marketing managers develop appropriate marketing strategies based on a better understanding of Millennial-specific needs.

The purpose of this study is to use thermodynamic data to estimate the pressure exerted by the crystallization of iron oxyhydroxides following the equation proposed by Correns and Steinborn.

Standard free energy and molar volume data have been considered for goethite, lepidocrocite, magnetite and hematite, which are described in the literature as the most commonly found mineral phase rust constituents.

The studied mineral phases generate higher to lower crystallization pressure values in the following order: goethite > lepidocrocite > hematite > magnetite. The crystallization pressures calculated for these phases are in the 32-350 MPa range, which is higher than the tensile strength of concrete (of the order of 0.2-10 MPa) and thus leads to failure of the cover concrete.

The aim of this paper is to shed light on this issue by calculating the stresses generated by the crystallization of iron oxide from a supersaturated solution using thermodynamic data. A deliberately simplistic method was proposed, taking as reference the Correns–Steinborn model (Correns and Steinborn, 1939; Correns, 1949). The crystalline phases considered in this paper are those most commonly found in the literature as rust constituents, that is, goethite (α-FeOOH), lepidocrocite (γ-FeOOH), magnetite (Fe₃O₄) and hematite (α-Fe₂O₃). The FeO synthetic phase was also included as a reference.

IIntroduces a conceptual model developed to explore outsourcing of data warehouse usage by organizations. Data warehouse business users rely on reporting, ad hoc analysis, and data‐mining tools to support both operational and strategic decision making. Organizations have a vested interest in data warehousing; however, many organizations are constrained by the high costs associated with data warehouse development as well as the scarcity of complex skills required to use the data warehouse. One way to lower costs and gain access to scarce human skills is to outsource through the use of an application service provider. This paper presents the results of a theoretical evaluation conducted to explore data warehouse outsourcing of business usage (i.e. reporting, ad hoc analysis, and data mining). Results of this theoretical evaluation are summarized in a conceptual model that will be tested using field studies in future research.

Surprisingly, most studies have failed to demonstrate a strong correlation between organizational constraints (conditions at work that make doing a job difficult) and job performance. The purpose of this paper is to challenge the view that constraints are a direct barrier on performance and take an alternative approach whereby constraints have an indirect effect via decreased motivation and increased workload. Further, differential effects of various constraints are examined.

Qualitative and quantitative data were collected from 660 engineers licensed in the state of Florida using a single online survey.

Qualitative results showed that the most commonly experienced constraints were from coworkers and organizational rules and procedures. Constraints identified as having a greater detrimental effect on motivation are from the supervisor, and organizational rules and procedures. Quantitative results supported an indirect effects model that includes an indirect path via motivation, and a path via workload, which had a curvilinear component.

This is one of few studies to explain the relationship between constraints and performance, rather than simply estimate it. The use of mixed methods allows us to gain an in-depth understanding of constraints, and the convergence of findings across the methods increases confidence in this study’s results.