Blockchain Papers

Iacovone, L.

In service firms, where value creation increasingly depends on human interaction and intangible assets, the development of soft skills and inclusive mindsets has become a strategic priority.Yet, traditional training programs rarely generate lasting behavioral change or make unconscious biases visible.This paper explores how Web3-enabled neuro-immersive technologies can transform learning processes within service organizations, turning technology-assisted experiences into ethically managed and measurable forms of knowledge creation.Drawing on ten real-world cases developed between 2021 and 2025 across consulting, banking, healthcare, and education, the study adopts a qualitative, comparative approach to examine how immersive simulations affect individuals' awareness, emotional regulation, and decision-making.

Hanna Moon, Kirak Ryu, Sangoh Park

Purpose This paper aims to describe how the human resources development (HRD) policy has shifted from the national level to the sectoral levels; the paper also explains the changes that have been made in skills formation in the economy by presenting the emergence of Industry Skills Councils (ISC). Design/methodology/approach This paper presents perspectives of which include reviewing the change of governance and skills formation at the sectoral level. Findings Skills development strategy is needed both at the sectoral and national levels to cultivate the core competencies of Korean talents. The feedbacks based on the HRD practices implemented at the micro level are delivered to the state governments and business associations via the ISCs. The policymaking has thus become more decentralized from the state government, and it now reflects inputs from the practical field in the process of making new policies. Originality/value Korean skills regime is still difficult to classify because it does not follow the skills formation regime discussed in current scholarship. While the state government has played an active role in decision-making, financing and delivery of vocational training programs since the early phase of economic development, engagement by social partners has been limited in the Korean vocational education and training (VET) system. The participation of social partners in the Korean VET system has been limited, but various stakeholders such as the labor unions; trade unions; chambers of commerce; and small, medium and large enterprises have been engaged gradually in skills identification, formation, development and implementation within individual sectors.

Mengting Chang, Qingfei Min, Zipei Li

One of Blockchain’s great potential is to enable the decentralized autonomous organizations (DAOs), whose organizational structure and operational mechanism fundamentally distinct from traditional organizations. This revolutionary nature of DAOs will definitely influence peoples’ behavior. Steemit is an online community like Reddit, but it’s a DAO enabled by STEEM blockchain. This nature makes Steemit fans both users and owners. As users, people can enjoy social capital from using Steemit, just like using any other social media. As owners, people can get some economic incentives by earning and holding Steem Power, and Steem Power can be seen a kind of share capital. This paper attempts to explore the participation behavior of people in the Steemit community from two perspectives—social capital and share capital. Social feedback and economic feedback received by members also have an impact on participation behavior.

Sinclair Davidson, Mikayla Novak, Jason Potts

No abstract is available for this record.

Loy D. Lytle, William Kops, Christopher B. Seaman

This is the second paper drawn from a two-phase study aimed at (1) determining how summer sessions are organized and administered at AUSS, NAASS, NCCSS, and WASSA member institutions to better understand the range and diversity of essential summer session functions performed and (2) examining whether these administrative/organizational differences affect performance-based outcomes important to the success of the summer term. The first phase of the study (Kops & Lytle, 2013) reported that the organization and administration of summer session functions—assessed by a 38-item survey returned by 115 member institutions—fell along a centralized/decentralized continuum characterized as highly centralized (all or most functions performed by a single summer session office), hybridized (some functions performed by a summer sessions office while others are devolved to campus units/departments), or decentralized (most functions performed by campus units/departments other than summer session). This paper reports on the total 134 member institutions that completed the 38-item survey. As well, it reports on the findings of an outcomes questionnaire sent to all survey respondents to explore the possible extent to which differences in summer session organizational structures affected selected student-based (unduplicated headcount and credit hours) and finance-based (tuition revenue and instruction-related expenses incurred in teaching courses) performance outcomes in the summer 2012 term. The 38-item survey instrument proved sensitive to how functions important for the summer term are managed and performed at the colleges and universities participating in the study. Although the organizational structure of summer sessions varied significantly among survey respondents, with private institutions somewhat more centralized than publicly funded ones, the results of the outcomes questionnaire indicated that the organizational structure had no significant effect on student-based or finance-based performance outcomes.

Ayuya A Mukokho

Corporate strategy is an essential management tool for achieving a firm’s
\nperformance through strategic initiatives. Managers of firms must assess their firm’s
\ncurrent competitive position, build a vision for where they must be in future, and craft
\ntransformation strategy to turn the future vision into reality. The research design was
\na case study. The areas of interest in this study were the various college departments,
\nschools and institutes and also the central administration departments which form the
\nintegral part of the University. Structured/unstructured interviews were used with
\nsome open ended questions to allow for more in depth information to be obtained
\nfrom the interviewees. The researcher used secondary data from various existing
\npublications, both administrative and financial reports including government reports.
\nThe unit of analysis for this study included central administration and college
\ndepartments together with some institutes and schools. Data was analysed using
\ncontent analysis because this study sought data that was qualitative in nature given
\nthat it is a case study.
\nThe study concludes that strategic planning (SP) had an effect on the performance of
\nthe University of Nairobi (UoN). SP had led to overall improvement in various areas
\nwhich included compliance with set budgetary levels, events within the UoN being
\nopen to public, work environment, implementation of service delivery charter,
\nresearch innovation and technology and outreach and extension
\nactivities/programmes. The study further concludes that University of Nairobi was
\nfaced with various challenges of SP.
\nThe study recommends that in order for (UoN) to overcome the challenges of SP,
\nthere is need for commitment to goals, more staff training, workshops on strategic
\nplanning, increased financing, complete decentralization of operations, marketing of
\nUoN’s programmes, committed and qualified human resource and increased
\nparticipation and consultation of all stake holders