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"Gareth Morgan (Porthcawl, Wales, 22 December, 1943) is a British / Canadian [organizational theorist]], management consultant and Distinguished Research Professor at York University in Toronto. He is known as creator of the "organisational metaphor" concept and writer of the bestsellers Images of Organization.[1], Imaginization: New Mindsets for Seeing, Organizing and Managing, Riding the Waves of Change and other books on management. He is also well known for his writings on social theory and research methodology, especially through his books Sociological Paradigms and Organizational Analysis (written with Gibson Burrell)and Beyond Method: Strategies for Social Research. The common theme uniting his work is that of challenging assumptions - to help develop new ways of thinking in social research, organization and management theory and practice, and, by implication, in everyday life."

"Thinking, Fast and Slow is a 2011 book by Nobel Prize winner in Economics Daniel Kahneman which summarizes research that he conducted over decades, often in collaboration with Amos Tversky.[1][2] It covers all three phases of his career: his early days working on cognitive bias, his work on prospect theory, and his later work on happiness. The book's central thesis is a dichotomy between two modes of thought: System 1 is fast, instinctive and emotional; System 2 is slower, more deliberative, and more logical. The book delineates cognitive biases associated with each type of thinking, starting with Kahneman's own research on loss aversion. From framing choices to substitution, the book highlights several decades of academic research to suggest that we place too much confidence in human judgment."

Virtual assistants get infuriating when they fail to do something we expect to be within their capabilities. Researchers are interested in studying how people form expectations about what such systems can and can't do-and how virtual assistants themselves might be designed to nudge us toward only asking things that won't lead to disappointment. One of the research questions is how do you reset a user's expectations on the fly when they're interacting with a virtual assistant.

" Research by Sue Newell focuses on innovation, specifically, on understanding how knowledge is transferred and innovation fostered within and across organizations. Much of her work has taken place at ikon, a research unit for innovation, knowledge and organizational networking that she co-founded at the University of Warwick in the U.K. "

Researchers trained an algorithm using more than 1,500 photos of Chinese citizens, hundreds of them convicts.They said the program was then able to correctly identify criminals in further photos 89% of the time. But the research, which has not been peer reviewed, has been criticised by criminology experts who say the AI may reflect bias in the justice system. #

"Information and updates about the KIN/IKON research project"

In 2009, the Center for Marketing Research at the University of Massachusetts Dartmouth released one of the first studies of the Fortune 500's adoption and usage of one of the best-known forms of social media - blogging. This new study revisits and refreshes that prior in-depth study and expands to look at the Fortune 500's usage of the most dramatically growing new social media site - the microblogging service Twitter.

The Macmillan Research Showcase was the first, full-day evidence specific conference developed and produced by Macmillan. Watch this video of the inspiring and immersive exhibition highlighting the breadth of our research throughout the cancer journey including views about the day from participants, the organisers, and a patient voice.

" Dr Alex Linley website showing links articles and research in relation to developing strengths based organisations. Working with what people excel at rather than trying to develop their weaknesses."

"Dr Alex Linley website showing links articles and research in relation to developing strengths based organisations. Working with what people excel at rather than trying to develop their weaknesses."

Beyond Wikipedia: Coordination and Conflict in Online Production Groups

Jeff Patmore, Head of strategic university research at BT Group talks to Professor Harry Scarbrough before his presentation to WBS Alumni on 19 January 2009. How have 'Web 2.0' tool been adopted in large organisations? What has been the impact on the bottom line and on the employees?

An interesting way of starting research on a topic. Example using "Prediction Market"

Stephen Hawking summed up the thinking of many of the researchers and funders behind artificial intelligence this week when he launched the new Leverhulme Centre for the Future of Intelligence at Cambridge by claiming that AI is "either the best or worst thing to happen to humanity."

How do we learn the meaning of text from data? In other words, how can a machine truly understand the phrases that human beings blab into its search fields and microphone? The researchers at Google and elsewhere have settled on an answer to that question: machine learning; specifically, a form of artificial intelligence called neural networks-self-organising systems modelled on the way the brain works.

Syngenta is a global agriculture business that helps farmers make better use of their available resources, primarily through agrochemical and seed production. In order to continue to advance crop productivity, it invested more than $1.4bn in research and development (R&D) across 150 international sites in 2014.

New research from Henry Siu at the University of British Columbia and Nir Jaimovich from Duke University shows just how much the world of routine work has collapsed. The economists released a paper today, published by the centrist Democratic think tank Third Way, showing that over the course of the last two recessions and recoveries, a period beginning in 2001, the economy's job growth has come entirely from nonroutine work.

As automation technologies such as machine learning and robotics play an increasingly great role in everyday life, their potential effect on the workplace has, unsurprisingly, become a major focus of research and public concern. The discussion tends toward a Manichean guessing game: which jobs will or won't be replaced by machines?

Microsoft's research arm and Bing search engine business unit released on Wednesday a chat bot named Tay, which is powered by artificial intelligence technologies.

"Some bright bulb at Microsoft Research had the clever idea of turning a machine learning program loose on Twitter yesterday to learn how humans interact with each other. Humans, predictably, interacted terribly."

"Knowledge can only be volunteered it cannot be conscripted. You can't make someone share their knowledge, because you can never measure if they have. You can measure information transfer or process compliance, but you can't determine if a senior partner has truly passed on all their experience or knowledge of a case. We only know what we know when we need to know it. Human knowledge is deeply contextual and requires stimulus for recall. Unlike computers we do not have a list-all function. Small verbal or nonverbal clues can provide those ah-ha moments when a memory or series of memories are suddenly recalled, in context to enable us to act. When we sleep on things we are engaged in a complex organic form of knowledge recall and creation; in contrast a computer would need to be rebooted. In the context of real need few people will withhold their knowledge. A genuine request for help is not often refused unless there is literally no time or a previous history of distrust. On the other hand ask people to codify all that they know in advance of a contextual enquiry and it will be refused (in practice its impossible anyway). Linking and connecting people is more important than storing their artifacts. Everything is fragmented. We evolved to handle unstructured fragmented fine granularity information objects, not highly structured documents. People will spend hours on the internet, or in casual conversation without any incentive or pressure. However creating and using structured documents requires considerably more effort and time. Our brains evolved to handle fragmented patterns not information. Tolerated failure imprints learning better than success. When my young son burnt his finger on a match he learnt more about the dangers of fire than any amount of parental instruction cold provide. All human cultures have developed forms that allow stories of failure to spread without attribution of blame. Avoidance of failure has greater evolutionary advantage than imitatio