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What is the nature of reference work in the digital library? What is the role of the reference librarian where many users serve themselves by means of BIDS and other free‐at‐point‐of‐use services which emulate the Bath original (e.g. MIDAS in Manchester and EDINA in Edinburgh)? How is the concept of the ‘reference desk’ to be defined where points of presence for both users and librarians are distributed? Can assumptions based on specialist roles and fixed locations migrate to the world of virtual reference work? An Edinburgh‐based research project is exploring these issues in the context of the enhanced regional communications now available through EaStMAN (Edinburgh and Stirling Metropolitan Area Network). A major goal is for local HE institutions to explore the possibilities afforded for collaborative reference work. The project team have completed preliminary work with the BIOSIS Abstracts service hosted by the EDINA consortium. In this paper, we present the results of an investigation of the experiences of users and the work patterns of librarians and relate these to the design rationale of a prototype Web‐based network reference consultation support system. Our focus here is on typologies of user problems and expert response across various media and genres of interaction. A pilot service is scheduled to start in the autumn of 1997 and we plan to report on its use at a later date.

The purpose of this paper is to investigate the implications of the emergence of virtual research environments (VREs) and related e‐research tools for scholarly work and communications processes.

The concepts of VREs and of e‐research more generally are introduced and relevant literature is reviewed. On this basis, the authors discuss the developing role they play in research practices across a number of disciplines and how scholarly communication is beginning to evolve in response to the opportunities these new tools open up and the challenges they raise.

Virtual research environments are beginning to change the ways in which researchers go about their work and how they communicate with each other and with other stakeholders such as publishers and service providers. The changes are driven by the changing landscape of data production, curation and (re‐)use, by new scientific methods, by changes in technology supply and the increasingly interdisciplinary nature of research in many domains.

The paper is based on observations drawn from a number of projects in which the authors are investigating the uptake of advanced ICT in research. The paper describes the role of VREs as enablers of changing research practices and the ways in which they engender changes in scholarly work and communications.

Librarians and other information professionals need to be aware of how advanced ICTs are being used by researchers to change the ways they work and communicate. Through their experiences with the integration of virtual learning environments within library information services, they are well placed to inform developments that may well change scholarly communications fundamentally.

The paper contributes to emerging discussions about the likely trajectory and impact of advanced ICTs on research and their implications for those, such as librarians and other information professionals, who occupy important support roles.

The purpose of this paper is to explore the research status and development trend of the field of event detection in social media (ED in SM) through a bibliometric analysis of academic publications.

First, publication distributions are analyzed including the trends of publications and citations, subject distribution, predominant journals, affiliations, authors, etc. Second, an indicator of collaboration degree is used to measure scientific connective relations from different perspectives. A network analysis method is then applied to reveal scientific collaboration relations. Furthermore, based on keyword co-occurrence analysis, major research themes and their evolutions throughout time span are discovered. Finally, a network analysis method is applied to visualize the analysis results.

The area of ED in SM has received increasing attention and interest in academia with Computer Science and Engineering as two major research subjects. The USA and China contribute the most to the area development. Affiliations and authors tend to collaborate more with those within the same country. Among the 14 identified research themes, newly emerged themes such as Pharmacovigilance event detection are discovered.

This study is the first to comprehensively illustrate the research status of ED in SM by conducting a bibliometric analysis. Up-to-date findings are reported, which can help relevant researchers understand the research trend, seek scientific collaborators and optimize research topic choices.

To provide a view of Rob Kling's contribution to socio‐technical studies of work.

The five “big ideas” discussed are signature themes in Kling's own work in the informatics domain, and of his intellectual legacy.

This paper conveys something of Kling's presence in social informatics (SI) thinking by focusing on a number of “big” ideas – “multiple points of view”, “social choices”, “the production lattice” (and its corollary, the problematization of the user), “socio‐technical interaction networks”, and “institutional truth regimes”.

A growing research community has demonstrated the power of SI techniques. It is essential that this body of work is sustained and developed, demonstrating how to undertake investigation and observation, that is not driven by instrumentalism but is informed by and leads to “technological realism”.

The SI corpus, exposing the dangers of naïve instrumentalism as an approach to information systems design and management, can guide practitioners on how to unpack the history of what is in view. This may be a specific technology, a social formation, or a sociotechnical circumstance. Practitioners may draw on the concepts presented, not as a prescriptive toolkit, but rather as a sensitizing frame to assist those who wish to re‐vision the workplace.

Central to the successful utilisation of computers in work, we argue, is the continuing development of a portfolio of interpretive concepts (such as STINs, regimes of truth, production lattices) that can consolidate Rob Kling's “big” ideas that are the core of this paper.

Ideal organizational structures are subjectively based on specific sets of organizational and external factors. Begins with a review of structural alternatives and identifies the need for a contingency‐based approach. Changes in corporate structure may be needed as a result of internal developments and environmental changes. A case study of the consumer goods multinational, Procter & Gamble, is used to illustrate the evolutionary nature of organizational structure. Difficulties in determining the ideal structure lead to a basis for a set of recommendations which can help leaders structure their own organization for success.

This article describes how effective leaders become aware of what is different about them that makes them attractive to others, and learn to use these differences to their advantage in a leadership role.

Presents examples of the use of this technique, including Microsoft's Bill Gates, ICI's John Harvey‐Jones, Sony's Akio Morita, Kimberly‐Clark's Darwin E. Smith, and London mayor Ken Livingstone.

Shows that there is an almost endless list of differences that individuals might communicate, but the differences must be authentic to the individual as a leader, and must be significant, real and perceived.

Argues that, in all the examples, leaders are using personal differences that work for them appropriately in context. They convey the right message – and they are real. Ultimately, it is this sense of authentic self‐expression that makes them so convincing.

Demonstrates how John Harvey‐Jones built upon his entrepreneurial pizzazz, Bill Gates his technological “geekiness”, Darwin E. Smith his modesty, and Ken Livingstone's identification with Londoners.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

This monograph contains abstracts from the 2005 Employment Research Unit Annual Conference Cardiff Business School, Cardiff University, 6‐7th September 2005

Today’s business leaders face a global environment that is marked by increasingly volatile, uncertain, complex, and ambiguous (VUCA) conditions. Design thinking offers a proven way to navigate in a VUCA environment. I used this approach while serving as a military officer in Iraq and Afghanistan. This chapter focuses on what I learned from applying design thinking to our operations as well as on insights from businesses that have also successfully integrated design thinking. I use the framework “inspire, ideate, and implement” to describe how I utilized design thinking. I finish the chapter with key factors for successfully employing a design methodology to VUCA problems.

Design thinking empowers organizations to tackle successfully VUCA challenges. Inspiration allows designers to frame relevant problems that clients care about. With the pressing challenge in hand, designers immerse themselves in the context of a problem to empathize with a customer’s concerns. They synthesize input from a variety of diverse sources, and meet experts who can give meaning to their collected data. With this comprehensive picture in hand, design teams brainstorm new possibilities as they move into ideation. Taking their ideas out for a test run, they iterate the most promising ways to move into action. They conduct pilot projects, adapt to what works best, and share their learning from the process. Leaders with a design mindset, aligned with a collaborative organizational culture and congruent support systems, can build an innovative enterprise that is primed to thrive in a VUCA world.