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Although higher education institutions (HEIs) are expected to be the leaders in knowledge generation and dissemination, it is often not clear whether they are knowledge-aware, that is, have a knowledge focus. In this article, the communication with stakeholders through HEI websites is examined to determine to what extent these institutions communicate about their knowledge initiatives and projects. This is done through an investigative study involving all HEIs and their faculties in Slovakia. Using content analysis, the study examines whether the publicly available resources on HEIs' websites contain knowledge-related keywords, indicating the existence of a knowledge-focus. The results reveal that the websites of some HEIs contain hundreds of these resources, whereas others have none. Statistical evidence confirms that the intensity of communication about knowledge terms increases with the age and size of the HEI and is also dependent on the type of HEI (public, private state, foreign). Other dependencies between the examined factors have also been revealed, for example, HEIs that rank higher in Webometrics indicators are more intensive in their knowledge communications. [ABSTRACT FROM AUTHOR]

When properly structured, library residencies introduce recently graduated Master of Library and/or Information Science (MLIS) professionals to librarianship, allow recent graduates to apply the knowledge and skills learned during their MLIS studies, and infuse host institutions with new, innovative ideas, including the latest technology and theory being taught in library and information science (LIS) programs. Unfortunately, rather than realizing their potential, residencies are often hampered by miscommunication and a lack of organization that cause real harm to the new resident and the current employees by creating a tense, sometimes even hostile, work environment. This can negate the potential benefits of a residency program, leaving the resident unhappy and disillusioned by the library profession. Understanding the current landscape of residency programs is a necessary first step toward evaluating the efficacy of this form of early career employment in retaining an innovative and engaged next generation of library professionals. Using survey research, this study answered the questions: What are the characteristics of residency programs? How is success measured in residency programs? What are some specific best practices that residency programs are currently implementing? The findings from this survey indicate that there is no one-size-fits-all residency program structure, from the mission and goals of the programs to how a program measures its ultimate success, responses were varied. While there are positive trends, like residencies lasting for at least two years, there is still much work to be done. Notably, most programs still only have one resident per cohort and residency cohorts do not overlap leading residents to feel isolated. While we concede there are likely many concerns (including budgetary) that may make two or more residents per cohort or overlapping cohorts unfeasible, it is an issue that should be addressed because many residents themselves have asked for this change. We also detail several suggestions for building and maintaining buy-in among stakeholders in the residency program, a necessary step toward ensuring each resident feels welcome in an institution and is ultimately successful. It is our hope that this research provides residency program coordinators with a roadmap to follow when planning or re-evaluating their residencies. [ABSTRACT FROM AUTHOR]

Strategic ambiguity is considered as a communication tactic involving ambiguous messages that trigger to emergence of different opinions and interpretations. The purpose of this study is to evaluate strategic ambiguity as a communication tactic within the dynamics of the public sector. As a result of the stakeholder diversity of organizations operating in the public sector is greater than those operating in the private sector, necessity to balance multiple competing interests of stakeholders can be met by the use of strategic ambiguity as a communication tactic. On the other hand, public sector dynamics such as impartiality, equality, accountability, transparency cause strategic ambiguity to be questioned as a communication tactic. This study contributes to the literature by assessing strategic ambiguity among these dilemmas. The fact that it has not been examined in the national literature, especially in relation to public sector, has triggered to emergence of new research questions for future studies. [ABSTRACT FROM AUTHOR]

The prepared paper explains the essence of foresight research and shows the potential of building a common future on the basis of vision created by numerous, grass-roots stakeholders. It seems that preparing a vision on the specific area of activity is supported and should not give rise to any special problems, as long as the effects of scientific work and the so-called "good practices" are used. However, the social area, and, specifically, the lack of involvement, the imperfect system of informing about the potential possibilities of providing support, influence games or the lack of interest, combined with selective view of the conditions of execution of common vision, make it difficult, or even impossible to execute the developed future scenarios. The grass-root approach faces the guidelines specified in international documents, local strategies and legal regulations. The state and regional authorities make attempts to support initiatives by founding business environment institutions. However, their activity is poorly recognizable and the provided information is assessed as poor. These findings lead to a conclusion that the integration of activities related to the creation of common future is real with the application of the foresight approach and with the support of local authorities, provided that it faces no significant communication barriers. The results of the analysis revealed that the reasons for shunning knowledge are not necessarily related to poor judgment. Actually, stakeholders protect the current relations from attempts to make other things important, from giving voice to others and from other methods of activity. To reach for new knowledge, additional impulses (e.g. emotional) are required. Such desires cannot be stimulated only individually and provoked by the way of communicating with new knowledge. [ABSTRACT FROM AUTHOR]

At a macroeconomic level, the corporate governance framework is a combination of legal and regulatory provisions, and codes of good practice. At enterprise level, corporate governance is defined as the system by which companies are run and controlled. The objectives of this paper are to analyze on a comparative basis the corporate governance systems in force at EU level, as well as to assess the implementation of the principles of corporate governance within the companies in the analyzed Member States. Research results support the need for legal and market regulatory infrastructure at macro level, impacting the quality of corporate corporate governance by measuring the impact of the legislative system on the microeconomic environment by assessing compliance with the relevant corporate governance principles. [ABSTRACT FROM AUTHOR]

Financial and non-financial reporting from the beginning of its existence is the primary source of communication between the company and a wide range of stakeholders. Over the decades it has adapted to the needs of rapidly changing business and social environment. Currently, the final link in the evolution of organizational reporting, such as integrated reporting, assumes integration and mutual connectivity to both financial and non-financial data. The main interest in the concept of integrated reporting comes from the value it contributes to the organization. Undoubtedly, the concept of integrated reporting is a milestone in the evolution of organizational reporting. It is however important to consider whether it adequately addresses the information needs of a wide range of stakeholders, and whether it is a universal tool for communication between the company and its stakeholders. The aim of the paper is to discuss the advantages and disadvantages of the concept of integrated reporting as a tool for communication with stakeholders and to further directions of its development. The article uses the research methods such as literature analysis, the content analysis of the corporate publications and comparative analysis.

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