“Studying innovative employee behaviours within knowledge-intensive public sector organizations (KIPSOs) might seem an odd thing to do given the lack of competitive pressures, the limited identification of the costs and benefits of innovative ideas and the lack of opportunities to incentivize employees financially. Nevertheless, KIPSOs require innovations to ensure long-term survival. To help achieve this goal, this paper explores the role of supervisors in supporting innovative work behaviour (IWB) by considering the unique challenges of KIPSOs and the conditions and characteristics of IWB in this context.”
Source: Bos-Nehles, A., Bondarouk, T., & Nijenhuis, K. (2017). The International Journal of Human Resource Management, and available from this link (open access).
Collins Beach, Manly
“The article describes the police intelligence division-of-labour paying specific attention to four different aspects of intelligence activity: the acquisition of intelligence or information; the analysis of information in the production of intelligence; tasking and co-ordination on the basis of intelligence ‘product’; or being tasked on that same basis.”
Source: Sheptycki, J. (2017). Policing and Society, and available from this link (open access).
“Sharing information on the cyber landscape is a necessary and efficient way to benefit from mutual exposure to cyber threats and boost collective defensive capacity. The US has been pursuing cyber information sharing since the late 1990s, when the federal government directed the creation of public–private partnerships for critical infrastructure protection. The now decades-long development of a variety of information sharing models in the US provide case studies and lessons for the Australian cybersecurity community as it pursues deeper information sharing mechanisms.”
Source: Nevill, L. (2017). ASPI Policy brief and available from this link (open access).
“In recent years, information from community members contributed online has proved highly useful in emergencies. Information sharing activities by private citizens using social media, smartphones, and web mapping tools have been termed volunteered geographic information (VGI), or digital volunteering. This research examined the potential role of VGI in fostering community engagement in bushfire preparation.”
Source: Hawath, B. (2017). BNHCRC Hazard Notes and available from this link (open access).
“This paper examines the roles, types and forms of virtual microtasking for emergency information management in order to better understand collective intelligence mechanisms and the potential for logistics response. Using three case studies this paper reviews the emerging body of knowledge in microtasking practices in emergency management to demonstrate how crowd-sourced information is captured and processed during emergency events to provide critical intelligence throughout the emergency cycle. It also considers the impact of virtual information collection, collation and management on traditional humanitarian operations and relief efforts. Based on the case studies the emergent forms of microtasking for emergency information management were identified. Opportunities for continuities, adaptations and innovations are explained. The contribution of virtual microtasking extends to all supply chain strategic domains to help maximise resource use and optimise service delivery response.”
Source: Poblet, M., Fitzpatrick, M. & Chhetri, P. (2017). Australian Journal of Emergency Management, 32(2) and available from this link (open access)
Manly at dusk/Flickr
“…there is also a “dark side” to transparency. Excessive sharing of information creates problems of information overload and can legitimize endless debate and second-guessing of senior executive decisions. High levels of visibility can reduce creativity as people fear the watchful eye of their superiors. And the open sharing of information on individual performance and pay levels, often invoked as a way of promoting trust and collective responsibility, can backfire.”
Source: Birkinshaw, J. and Cable, D. (2017). McKinsey Quarterly, and available from this link (open access).
Serene Manly dawn/Flickr
“Empirical research has shown that departments often do so to satisfy an external demand, whether in the form of a statute requiring information to be collected and disseminated, the presence of a consent decree, or some other similar pressure. There is also evidence that transparency is the product of a unique constellation of factors within agencies that lead certain departments to share more information than others.”
Source: Chanin, J., & Espinosa, S. (2016). Criminal Justice Policy Review, 27(5), and available from this link (subscription journal).