يواجه النشر العلمي الرقمي تحديات متراكمة تتمحور حول التحيز التحريري، وغموض عمليات مراجعة الأقران، وتركّز السلطة في يد قلة من البوابات الأكاديمية، حتى في ظل اعتماد منصات مفتوحة المصدر مثل نظام المجلات المفتوحة (Open Journal Systems - OJS) بإصداره 3.x. تُقدّم هذه الورقة النظرية إطاراً مفاهيمياً رائداً يستكشف إمكانية دمج نماذج حوكمة المنظمات المستقلة اللامركزية (Decentralized Autonomous Organizations - DAOs) داخل البنية المعمارية لنظام OJS 3.x، بهدف إعادة هندسة عمليات مراجعة الأقران واتخاذ القرارات التحريرية وفق منطق الشفافية الفائقة (Hyper-Transparency). يتأسس الإطار المقترح نظرياً على تكامل النظرية المؤسسية (Institutional Theory) ونظرية الوكالة (Agency Theory)، حيث تُوظَّف الأولى لتحليل الضغوط المعيارية والتقليدية والقسرية التي تُشكّل سلوك المجلات العلمية، فيما تُستخدم الثانية لتفسير مشكلات عدم تماثل المعلومات بين الأطراف الفاعلة (المحررون، المراجعون، المؤلفون، القراء). يقترح البحث ستة مكونات معمارية للإطار: العقود الذكية لإدارة سير العمل التحريري، رموز الحوكمة (Governance Tokens) لتوزيع حقوق التصويت، السجلات الموزعة (Distributed Ledgers) لتوثيق المراجعات، آليات الإجماع للقرارات النهائية، أنظمة السمعة المُرمَّزة (Tokenized Reputation Systems)، وبروتوكولات حل النزاعات الخوارزمية. تكشف المناقشة أن هذا الدمج يُعيد توزيع سلطة الحراسة الأكاديمية، ويُقلّل من تكاليف الوكالة، ويُعزّز الشرعية المؤسسية للمجلات، إلا أنه يُولّد توترات جديدة تتعلق بالإجماع الزائف، والتمويل غير المستدام، والتعقيد التقني. يُقدّم البحث آثاراً إدارية محورية لمسؤولي OJS، ويختتم بأجندة بحثية مستقبلية تُشجّع على التحقق التجريبي للإطار في سياقات نشر متنوعة.
Decentralised communities increasingly need ways to generate, contest, and maintain shared knowledge without relying on central editorial authorities. Existing collaborative systems such as wikis support large-scale knowledge production, but typically depend on centralised moderation and governance, while blockchain consensus mechanisms are primarily designed for transactional state rather than the validation and revision of shared claims. This paper introduces Pensieve, a framework for decentralised epistemic governance in collaboratively governed knowledge bases. Pensieve combines structured submissions, contribution-weighted support, and stake-backed dispute escalation to govern the publication, revision, and contestation of knowledge entries over time. The paper makes three contributions. First, it presents Pensieve as a framework for decentralised epistemic governance designed specifically for collaboratively governed knowledge bases rather than for transactional ledgers alone. Second, it formalises a contribution-weighted model of item governance and dispute resolution, showing how reputational participation and economic stake may be combined to support knowledge revision that remains both dynamic and increasingly stable over time. Third, it examines the Pensieve instance on ECF.network as an early live implementation context through which the framework is being applied to the collaborative documentation and evaluation of Web3 projects. The case study provides descriptive evidence that the framework can support structured publication, community contribution, dispute handling, and AI-assisted but human-accountable input in practice, while also revealing unresolved challenges around referencing, sustained participation, postpublication revision, and long-term governance design. Pensieve is therefore offered not as a completed solution to decentralised knowledge governance, but as a research framework and live design experiment for coordinating collective knowledge production in human-AI systems.
Open collaboration business models (OCBMs) and software have existed since the 1950s but have been plagued by work ethic and financial bottleneck due to inadequate monetization schemes. OCBMs provide a range of advantages, primarily in accelerating problem solving & innovation, reducing costs, and enhancing security and transparency. Companies could establish sustainable revenue streams while benefitting from broad tech or platform adoption. However, fair revshare and credit attribution have been persistent problems with OCBMs. Businesses such as Diaspora, Soul Force, Sun Microsystems' Open Solaris, and others have experienced unsustainable OCBM initiatives, especially in the open-source software area. Web3 ethos-based business models and blockchain technologies provide an opportunity to correct and enforce many of the monetization strains associated with open collaboration. By decentralizing operational and governance control, free markets nested within companies that run themselves can be realized. The basic philosophy for a meritocratic monetization system with fair credibility-revshare automation is discussed.
Introduction Web 3.0, also known as "Semantic Web," aims to create a more intelligent, networked, and centralized Web experience by introducing meaning and context to the Web's architecture. Blockchain, AI, and machine learning are some of the technologies that enable decentralized systems, enhanced data security, and personalized experiences. Web 3.0 is founded on a base of secure, transparent, and free-from-central-control applications. It has its most important features as linked data, which enables users to navigate and comprehend interlinked data with ease.[1] The potential use of Web 3.0 in the future can be found in things such as personalized health, decentralized finance, smart home, IoT appliances, digital ownership, social media, healthcare, education, sustainable living, and decentralized governance. The internet's history can be divided broadly into three phases: Web 1.0, Web 2.0, and Web 3.0. [2] In its initial phase, Web 1.0 was all about distributing information-static websites provided content with minimal to no interaction, With the emergence of Web 2.0, the internet became dynamic and social, enabling users to create content, interact with others, and become part of online communities. But with this greater interactivity came issues, with respect to data privacy and security. Today, we are moving into the Web 3.0 era, a smarter, more decentralized web powered by artificial intelligence, blockchain technology, and semantic intelligence. This new era does not just upgrade human-to-human interaction but also human-to-AI interaction, which makes online life more personalized and autonomous. But it also raises challenges like users will now need to deal with an information-rich world where it is harder to separate fact from reality. As the web evolves, the importance of digital literacy, the capacity to comprehend and interact with digital content increases dramatically. But still, it is difficult to define digital literacy.[6] As much as its use has been
Most of today’s online community organization is done in an “implicitly feudal” manner, coordinated on centrally managed digital platforms, operated by platform companies. However, cooperative models represent a viable alternative that deserves wider recognition. This chapter explores community organizing efforts around decentralized technologies that are designed to limit centralized control, emphasize user voice, and foster participation. Specifically, we draw on two cases, https://www.w3.org/1999/xlink" xlink:href=" https://Social.coop ">Social.coop and The Platform, to illustrate the breadth of the cooperative approach. https://www.w3.org/1999/xlink" xlink:href=" https://Social.coop ">Social.coop is a cooperative social network that uses a different set of technologies, combined with fiscal sponsorship for legal recognition, toward similar ends. The Platform is a Decentralized Autonomous Organization incorporated as a multi-stakeholder cooperative, which uses blockchain technology to preserve digital art and to supplement the project’s cooperative governance processes. Our goal is to highlight the potential for increasing effective forms of voice that emerges from coupling decentralized technologies and cooperative governance models. Furthermore, we draw on insights from the cases to elicit critical tensions in the form of legal, technical, and practical hurdles, which currently hinder the growth in the adoption of network-native cooperatives. This chapter closes by providing practical recommendations to address these hurdles and avenues for further research.
Harshitha Reddy Chitukula, S. Phanindra Reddy, M.D.N. Akash and Ramesh Karnati In this paper, we explored the potential impact of Web3 technologies on the future of social media. Web3 technologies, such as blockchain and decentralized networks, offer new opportunities for social media users to own and control their data, leading to increased privacy and security.
Florian Spychiger, Michael Lustenberger, Jens Martignoni, L. Schädler · 5 authors
Blockchain and its related concept of decentral autonomous organization (DAO) is starting to influence project management. But how might project management supported by blockchain technology look like? And how would such a new form change and affect traditional project management? Not many concepts have been designed or even implemented yet. We chose an experimental framework to answer the first aspects of these questions. We developed a Decentralized Autonomous Project Organization (DAPO) and conducted an experiment to study the impact of blockchain on traditional project management. We show that such a blockchain-based approach can support the management of simple projects. Further, a fair and clear incentive scheme seems crucial and influences the way team members engage in the work. Also, more decentralized project management increases the importance of social aspects-related project management principles such as teamwork, self-organization, and cultural aspects, while principles related to budget, objectives, and schedule remain unchanged.
Abstract Distributed Ledger Technology (DLT) faces increasing environmental scrutiny, particularly concerning the energy consumption of the Proof of Work (PoW) consensus mechanism and broader Environmental, Social, and Governance (ESG) issues. However, existing systematic literature reviews of DLT rely on limited analyses of citations, abstracts, and keywords, failing to fully capture the field’s complexity and ESG concerns. We address these challenges by analyzing the full text of 24,539 publications using Natural Language Processing (NLP) with our manually labeled Named Entity Recognition (NER) data set of 39,427 entities for DLT. This methodology identified 505 key publications at the DLT/ESG intersection, enabling comprehensive domain analysis. Our combined NLP and temporal graph analysis reveals critical trends in DLT evolution and ESG impacts, including cryptography and peer-to-peer networks research’s foundational influence, Bitcoin’s persistent impact on research and environmental concerns (a “Lindy effect”), Ethereum’s catalytic role on Proof of Stake (PoS) and smart contract adoption, and the industry’s progressive shift toward energy-efficient consensus mechanisms. Our contributions include the first DLT-specific NER data set addressing the scarcity of high-quality labeled NLP data in blockchain research, a methodology integrating NLP and temporal graph analysis for large-scale interdisciplinary literature reviews, and the first NLP-driven literature review focusing on DLT’s ESG aspects.
Web 3.0, commonly referred to as the semantic web or the decentralized web.The article presents a summary of Web 3.0's current state, including its background, evolution, and important technologies including blockchain, artificial intelligence (AI), and decentralized apps (DApps).The evaluation of the decentralized web is also covered in the study, along with improvements to data privacy and security, the removal of middlemen, and more effective and transparent processes.The study concludes by discussing Web 3.0's future and its potential effects on several sectors, including ecommerce, social media, finance, and healthcare.The paper concludes that while there are still challenges that need to be addressed, the decentralized web is likely to continue to evolve and play an increasingly important role in the future of the internet.
The new generation of the web is characterized by decentralization, transparency, greater user autonomy, and privacy on one hand, while providing marketing professionals with increased opportunities and space for creativity, with a focus on user experience, and the establishment of relationships and communities before, during, and after product sales. This paper explores the opportunities offered by the new web generation in the field of marketing, identifies new tools that have been developed based on Web3 technologies, and analyzes their use for marketing purposes. The goal of the research presented in this paper is to enhance the theoretical framework of marketing strategies and techniques by analyzing the existing practical applications of Web3 technologies in this field and examining the awareness of potential users regarding key concepts, as well as assessing their prior exposure and the effects of Web3 marketing. Based on the literature review, an analysis of successful case studies, and the conducted research, conclusions were made on the current market penetration of Web3 and guidelines have been defined for planning marketing activities carried out within the Web3 environment.
Abstract Distributed ledger technology (DLT) is a disruptive technology with the potential of improving extended enterprise (EE) which comprises organizations that combine their capabilities and knowhow to achieve a common goal. Within the extended enterprise, governance enables distributed ledger control and stewardship and provides effective ways for enforcing ledger access and ownership policies. Although research related to DLT has received attention from academics and industries, the decentralized governance perspective of DLT remains less explored, and it is uncertain how decisions are made concerning the deployment of DLT within EE. These call for governance policies to protect the interests and needs of all stakeholders within the extended enterprise. Therefore, there is need for research that provides insight regarding the decentralized governance of DLT, showing how stakeholders and actors within EE make informed decisions. Accordingly, grounded on academic literature, this study develops governance of DLT framework for extended enterprises which comprises DLT governance dimensions, stakeholder/actors, and DLT governance mechanisms. The findings also present the governance actors and categories of DLTs, potentials, and challenges regarding decentralized governance of DLT in extended enterprises. Findings provide implications to enterprises, researchers, practitioners, industries, and policymakers on the concept of decentralized governance for organizational transformation. Finally, findings from this research are instrumental for designing governance policies to support DLT implementation and stimulate potential research within this direction.
COVID-19 has had a huge impact on workers and workplaces across the world while putting regular work practices into disarray. Apart from the obvious effects of COVID-19, the pandemic is anticipated to have a variety of social-psychological, health-related, and economic implications for individuals at work. Despite extensive research on psychological contracts and knowledge sharing, these domains of pedagogic endeavor have received relatively little attention in the context of employee creativity subjected to the boundary conditions of the organization's socialization and work-related curiosity. This study investigates, empirically, the role of psychological contracts in escalating employee creativity through knowledge sharing by considering the moderating role of an organization's socialization and work-related curiosity. The response received from 372 employees of the manufacturing sector has been investigated and analyzed through Smart PLS software. The results have revealed that knowledge sharing is mediating the relationship between psychological contract and employee creative performance, whereas the moderators significantly moderate the relationships between psychological contract and knowledge sharing and between knowledge sharing and employee creative performance accordingly. It has also been depicted that the moderating impact shown by both moderators is significantly high.
In recent years, knowledge hiding has gained much popularity in the knowledge management literature. Apart from that, antecedents and consequences of knowledge hiding are being scrutinized at present. There have been many studies on the triggering forces of knowledge hiding; however, the uncivil behaviors at the workplace have led the organizations and employees in trouble due to its possible associating factors, which is well explained by social influence theory. One such factor that this study has identified is knowledge hiding behavior at the workplace. This is a quantitative cross-sectional study based on a survey. The population taken in this study is the middle and low-level managerial staff of the software houses located in China. The respondents were selected based on convenient random sampling, and a sample size of 287 is used in this study. The data collected were employed with the partial least square structural equation modeling using Smart-PLS 3. The findings of this study show that apart from evasive hiding, playing dumb and rationalized hiding plays a significant role in predicting workplace incivility. In addition, psychological contract breach (PCB) has been taken as the mediating variable. The violation of psychological contracts among employees can indulge them in negative feelings that may convert to workplace incivility at any available opportunity of revenge which is well explained by social influence theory. Workplace incivility cannot be completely eradicated from the organizations; however, it can be controlled by making relevant policies. The civility among the employees can be attained by due managerial interventions and training of the employees considering the protection of victims and due punishment to the perpetrator.
Decentralized Autonomous Organizations (DAOs) have found use in the governance of Open Source Software (OSS) projects. However, the governance of an OSS producing DAO should match the particularities of OSS production while also overcoming the existing challenges of decentralized governance. Existing decentralized governance frameworks do not contain all the governance activities of open source software projects. Therefore, this study presents a governance framework for DAOs that produce open source software. The framework is built upon a total of 34 articles on DAO and OSS governance. The framework was evaluated in three leading DAOs that produce open source software. The evaluation underscored the significance of the framework and proved the potential of the systematic categorization of governance mechanisms. Finally, we list emerging governance practices in various governance domains in this developing field.
As drivers of human civilization, Knowledge Management (KM) processes have co-evolved in line with General-Purpose-Technologies (GPT), such as writing, printing, and information and communication systems. As evidenced by the recent shift from information scarcity to abundance, GPTs are capable of drastically altering societies due to their game-changing impact on our spheres of work and personal development.<br><br> This paper looks at the prospect of whether a novel Personal Knowledge Management (PKM) concept supported by a prototype system has got what it takes to grow into a transformative General-Purpose-Technology. Following up on a series of papers, the KM scenario of a decentralizing revolution where individuals and self-organized groups yield more power and autonomy is examined according to a GPT's essential characteristics, including a wide scope for improvement and elaboration (in people's private, professional and societal life), applicability across a broad range of uses in a wide variety of products and processes (in multi-disciplinary educational and work contexts), and strong complementarities with existing or potential new technologies (like organizational KM Systems and a proposed World Heritage of Memes Repository).<br><br> The result portrays the PKM concept as a strong candidate due to its personal, autonomous, bottom-up, collaborative, interdisciplinary, and creativity-supporting approach destined to advance the availability, quantity, and quality of the world extelligence and to allow for a wider sharing and faster diffusion of ideas across current disciplinary and opportunity divides.
Just like the personal computer revolution, it is possible that Knowledge Management (KM) will in the 21 century experience a decentralizing revolution that gives more power and autonomy to individuals and selforganized groups. Seven decades after Vannevar Bush’s still unfulfilled vision of the Memex. Levy’s scenario stresses the dire need to provide overdue support tools for knowledge workers in our Knowledge Societies, not at the expense of Organizational KM Systems, but rather as the means to foster a fruitful co-evolution. With a prototype system addressing these issues about to be converted into a viable Personal KM system (PKMS), the author follows up on recent publications and considers the impact and potential of a novel memebased approach aiming to aid individuals throughout their academic and professional life and as contributors and beneficiaries of organizational performance and in light of the anticipated next generation of KM systems. 1 A NEXT GENERATION OF KM The first generation of Knowledge Management (KM) has been described as the capturing, storing, and reusing of existing knowledge including “systems of managing knowledge like company yellow pages, experts outlining processes they are involved in, creating learning communities where employees/customers share their knowledge, creating information systems for documenting and storing knowledge, and so on. These first-generation KM initiatives were about viewing knowledge as the foremost strategic asset, measuring it, capturing it, storing it, and protecting it. They were about treating knowledge as an asset, recognizing how it influences strategy, and wanting to make the most of it by managing it properly” (Pasher & Ronen 2011). The second KM generation needs to focus on creating new knowledge and innovation, a process which starts with the “reuse or new use of existing knowledge, adding an invention, and then creating a new product or service that exploits this invention.” This process requires creativity and the awareness that old knowledge becomes obsolete. For reaping the appropriate rewards, it is essential to systematically exploit the knowledge captured and created (Pasher & Ronen 2011). In reviewing a wider range of features for the ‘Next KM Generation’ (suggested by Sveiby, Wiig, Snowdon, McElroy, Ponzi, Miles, St Onge, Allee), the identified seven key themes prioritize confirm this need, but also strongly emphasize the personal and social nature of knowledge (Grant 2008). 1.1 The Personal KM Agenda Despite these accentuations and in contrast to Organizational KM (OKM), Personal KM (PKM) has been placed historically in a narrow individualistic confinement (Cheong & Tsui 2011b). In limiting its scope, PKM has been labelled as sophisticated career and life management with a core focus on personal enquiry (Pauleen & Gorman 2011) or as a means to improve some skills or capabilities of individuals (Davenport 2011), negating its importance relating to group member performance, business processes, or new technologies. This state surprises in light of prominent past suggestions to develop a ‘Memex’ for making one’s “intellectual excursions more enjoyable” (Bush 1945), to offer assistance in allocating one’s “attention efficiently among the [emerging] overabundance of information sources” (Simon 1971), or to provide adequate organizational leadership for building, connecting, and energizing dynamic knowledge-creating environments and their expansion (Nonaka 2000). As a result, PKM remains “a real and pressing problem”, and Bush's dream of a ‘Memex’ has yet to be fully realized on a wide scale (Davies 2011). Appropriately, Wiig argues for shifting the focus of KM toward strengthening the ability of people for enabling them to act in the best interest of their enterprise and its desired strategies and performance (Wiig 2004). In this context, PKM needs more appropriately to be regarded as a bottom-up approach to KM (Pollard 2008), as opposed to the more traditional, top-down Organizational KM. As such, PKM also “goes beyond Personal Information Management” (PIM) which focusses predominantly on information processing without the emphasis on creating new knowledge (Cheong & Tsui 2011a). But, although there are many PKM tools available, “they are not integrated with each other”, and the “currently available PKM systems can provide only a partial support to knowledge workers” (Osis 2011). “While today we have many powerful applications for locating vast amounts of digital information, we lack effective tools for selecting, structuring, personalizing, and making sense of the digital resources available to us” (Kahle 2009). Meanwhile, the organizational, commercial, social and legal innovations driven by technological progress and economic pressures continue to have profound impacts. Work has suffered from a process of fragmentation which will continue to accelerate. Its implications include one’s slipping control over constant interruptions, the loss of time for real concentration, and less learning by observation and reflection (Gratton 2011). With specializations and domain-specific knowledge on the rise, peoples’ identification has shifted from their company to their profession, and vertical hierarchies and traditional career ladders have been replaced by sideways career moves between companies and a horizontal labour market (Florida 2012). The ‘Future of Employment’ study estimates 47% of the current US employment to be still at risk due to recent technological breakthroughs able to turn previously non-routine tasks into well-defined problems susceptible to computerization (Frey & Osborne 2013). What is overdue is in the opinion of the author – an innovative PKM technology to provide the means for life-long-learning, resourcefulness, creative authorship and teamwork throughout an individual’s academic and professional life and for his/her role as contributor and beneficiary of organizational and societal performance. It needs to support the notion that knowledge and skills of knowledge workers are portable and mobile and with it their options on where, how, and for whom they will put their knowledge to work. 1.2 Intents and Barriers to Overcome In Wiig’s opinion (2011), individuals need to be highly knowledgeable not only to function competently as part of the workforce, but also in their daily lives and as public citizens: “In a society with broad personal competences, decision-making everywhere will maximize personal goals, provide effective public agencies and governance, make commerce and industry competitive, and ensure that personal and family decisions and actions will improve societal functions and Quality of Life.” But, “for better performance, people must [also] be provided with resources and opportunities to do their best. They need knowledge and understanding as well as motivation and supportive attitudes.” Such resources may well be autonomous PKM capacities, networked in continuous feedback loops, where individuals are able to determine how their expertise will be used or exchanged with people, communities, or organizations close to them. Levy (2011) expects such systems nourished by the creative conversation of the many networked PKM devices to assume an elementary role that enables the emergence of the distributed processes of collective intelligence, which in turn feed them. Accordingly, he sketches a scenario which stresses the vital role of future education “to encourage in students the sustainable growth of autonomous capacities in PKM” and which envisages KM to experience “a decentralizing revolution that gives more power and autonomy to individuals and self-organized groups” (Levy 2011). Although the author concurs that PKM Systems (PKMS) are destined to become potent drivers of human development (Schmitt 2014b), an enabling technological environment benefitting such a novel solution is presently facing severe barriers wasting individuals’ time and efforts (Schmitt 2014f). The remedies have been summed up into five provisions: 1. Digital personal and personalized knowledge is always in the possession and at the personal disposal of its owner or eligible co-worker, residing in personal hardware or personalized cloud-databases. 2.
Working life requires employees to continuously update their competences, making lifelong learning an important but challenging part of professional development. This study aims to look for solutions to uncover the tacit and implicit knowledge within the enterprise by the means of social media. Our interest is specially focused on challenges on informal learning and refining and sharing of the tacit knowledge among these expert companies. We have so far collected data from two enterprises about their current knowledge sharing habits and procedures and found out the pitfalls they have experienced in their working culture concerning finding and sharing knowledge. The main challenges (apart from lack of time, which is quite obvious result today) are defects in storing information in a way that enables its easy rediscovery and the huge amount of information from which to filter the relevant pieces of knowledge. Particularly the centralized experts in an insurance company find the lack of regular vertical interaction between the decentralized claim handlers a drawback. There exists a lot of overlapping effort as they need to tell the same issues many times to various claim handlers. Taking these challenges into account new working models will be put into practice utilizing collaborative tools, like wikis and chat forums.