The exchange of information among organizational employees is a vital component of the knowledge-management process. Modem information and telecommunication technology is available to support such exchanges across time and distance barriers. However, organizations investing in this type of technology often face difficulties in encouraging their employees to use the system to share their ideas. This paper elaborates on previous research, suggesting that sharing personal insights with one's co-workers may carry a cost for some individuals which may yield, at the aggregate level, a co-operation dilemma, similar to a public-good dilemma. A review of the research on different types of public-good dilemmas provides some indications of the specific interventions that may help organizations encourage the kind of social dynamics that will increase overall knowledge sharing. These interventions can be classified into three categories: interventions aimed at restructuring the pay-offs for contributing, those that try to increase efficacy perceptions, and those that make employees' sense of group identity and personal responsibility more salient.

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This paper focuses on the issue of knowledge sharing, one of the key mechanisms by which knowledge transfer can take place within organizations. The aim of the paper is to identify the people management practices that will be most effective in fostering knowledge sharing. We begin with a theoretical analysis of the sociopsychological aspects of knowledge-sharing behaviour in order to identify the variables that facilitate and encourage sharing. We also include a thorough review of the research to date on knowledge sharing and related behaviours. After identifying the factors expected to influence knowledge-sharing behaviour, we then proceed to detail the key people management practices that, according to theory and research, should be most effective in fostering knowledge sharing in organizations.

Organizations undergoing technology driven change must understand that technology is only one of several inter related components which drive organizational performance. A multi system perspective of organizations highlights the interdependencies between an organization's technology, structure and culture and how these affect organizational processes and behaviors. Successful technological innovations require that either the technology be designed to fit the organization's current structure and culture or that the organizational structure and culture be reshaped to fit the demands of the new technology. Thus, the desired effects of new technology are most often realized in organizations able to implement the additional changes that are required to maintain overall fit. To illustrate these issues, this paper presents a case study based on a technology driven change in a Turkish financial organization. Special attention is given to the role of organizational culture, which is often cited as the most critical factor in successful technology assimilation.

In this novel account of global citizenship, Luis Cabrera argues that all individuals have a global duty to contribute directly to human rights protections and to promote rights-enhancing political integration between states. The Practice of Global Citizenship blends careful moral argument with compelling narratives from field research among unauthorized immigrants, activists seeking to protect their rights, and the 'Minuteman' activists striving to keep them out. Immigrantrights activists, especially those conducting humanitarian patrols for border-crossers stranded in the brutal Arizona desert, are shown as embodying aspects of global citizenship. Unauthorized immigrants themselves are shown to be enacting a form of global 'civil' disobedience, claiming the economic rights central to the emerging global normative charter while challenging the restrictive membership regimes that are the norm in the current global system. Cabrera also examines the European Union, seeing it as a crucial laboratory for studying the challenges inherent in expanding citizen membership.