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Eight reasons why you should love your middle managers

Chartered Management Institute-Feb 21, 2017

The stories that make up an organization are told via middle ...

In knowledge industries, just as much as on a factory floor, middle ...

There are many middle-management skills that require physically getting ...

“Managers need to be able to build swift trust,” says Loch. .... 

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        of an Information Technology Company

         This research aimed at proposing a knowledge management plan to increase competitiveness in an information technology company.

It used qualitative methodology based on a study case, which analyzed the context of internal and external... more


         I draw particular attention to grain storage and its pivotal role in the rhetoric and the logistics of state-making in Mesopotamia.
Grain storage facilities were positioned—both physically and symbolically—at the very... more


         Purpose-specific social networking sites are an early runaway success story among Web 2.0 social software applications.

Their rapid uptake around the world and the diverse and complex features  associated with participating in social... more


Academia © 2017 





Swift Trust




Individual Swift Trust and Knowledge‑Based Trust in Face‑to‑Face and Virtual Team Members

Traditionally, trust has been seen as a result of personal knowledge of an individual’s past behavior. In this view, trust develops gradually over time based on an individual’s cognitive assessment of the other person’s behavior. However, high levels of trust have been observed among members of virtual teams, who often have very little prior history of working together and may never meet each other in person.


To integrate these two seemingly contradictory views of trust, this study manipulated team member characteristics and team member behavior to empirically test a two-stage theoretical model of trust formation and the influence of information and communication technologies (ICT) on trust formation.


The results indicate that category-based processing of team member characteristics

and an individual’s own disposition to trust dominated the initial formation of swift trust.


Once individuals accumulated sufficient information to assess a team member’s trustworthiness, the effects of swift trust declined and knowledge-based trust formed using team members’ behaviors (perceived ability, integrity, and benevolence) became dominant. The use of ICT increased perceived risk of team failure, which reduced the likelihood that team members would engage in future trusting behaviors.






Blended "Learning Organization" ColLABorative "Knowledge Sharing" (BLOCKS)

ANTICipatory "small world adaptive networking" SynCHRONicity (AswanS)


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Photos - Minnesota Futurists (Minneapolis, MN) | Meetup

 It's not that we know the future but we are interested in learning about current trends and how they may develop going forward. 


Scholarly articles for Blended "Learning Organization" ColLABorative "Knowledge Sharing" (BLOCKS)

Blended elearning: Integrating knowledge, … - ‎Bielawski - Cited by 161
The knowledge management spectrum–understanding … - Binney - Cited by 391

 … knowledge management principles to enhance cross- … - ‎Mohamed - Cited by 94


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Blended Learning Organization ColLABorative Knowledge Sharing ...
Nov 26, 2017 - Blended Learning Organization ColLABorative Knowledge Sharing (BLOCKS)

>> Collaboration is tied to abundance — rather than fighting to keep your share intact, collaboration (i4CQuest Futures Studies





Becoming A Knowledge-Sharing Organization - Open Knowledge ...
by SS Janus - ‎2016 - ‎Cited by 1 - ‎Related articles

but typically they have not been able to retain their experience in ways that allow it to be shared and ...

to becoming a learning organization. ...


LEADERSHIP AND CULTURE. Knowledge Sharing in Action.

Inducing Systematic Knowledge Sharing and Collaboration.

DANE, the National Statistics Agency of Colombia.






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