Hacktivism represents the promotion in the cyber landscape of ideo-logically motivated agendas using hacking techniques. Despiteresearch on the topic has provided some clues on how hacktivistnetworks develop, the processes behind their evolution remain mostlyunknown. This gap in the literature prompted us to research the role ofonline/offline social relationships and of the offender convergencesettings in the creation, recruitment process and development ofhacktivist networks. This study is based on 30 interviews with hackti-vists, and it uses the social opportunity structures framework to ana-lyze the development of 21 hacktivist networks. The results show thatsaid networks can be divided in sub-categories based on the type ofconnections used to create them. Online social relationships andonline convergence settings (particularly social media platforms andIRC channels) seem to play a key role in the development of hacktivistnetworks, while offline contacts are limited. For the recruitment pro-cess, hacktivists use comparable strategies to any organization, butthree different categories were identified when discussing the level ofsophistication applied to the selection of new candidates.
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In this paper we discuss the general approach and choices we made in developing a prototype of a social media monitor. The main goal of the museum monitor is to offer museum professionals and researchers better insight in the effects of their own social media usage and compare this with other actors in the cultural heritage sector. It gives researchers the opportunity to consider communication within the sector as whole. In the research project “Museum Compass” we have developed a prototype of a social media monitor, which contains data of current and historic online activities on Facebook, Twitter, YouTube, Foursquare and Flickr of all registered Dutch museums. We discuss – mostly in a practical sense – our approach for developing the monitor and give a few examples as a result of its usage.
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This research aims to contribute to a better understanding of strategic collaborations between work-integration social enterprises (WISEs) and for-profit enterprises (FPEs) with the joint objective to improve labour market opportunities for vulnerable groups. We find that most collaborations strive towards integration or transformation in order to make more social impact.
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