Cornelis Reiman is a board-level advisor, working on international start-up, turnaround, business development and merger and acquisitions often with an IT focus. A member of several boards, he has been President of an international economic development entity spanning the former Soviet Union and, as Vice President, Chief Operating Officer and Chief Technology Officer based in Singapore, was instrumental in setting up a global Business-to-Consumer (B2C) and Business-to-Business (B2B) e-business, complete with social networking to facilitate interaction between stakeholders. Prior to this, Cornelis was Dean and Vice President of a university in Thailand, and taught international business, management and economics to postgraduate students at Monash University, Australia. Cornelis has worked with a major global information technology provider, and a leading accounting service.

"Offers many ideas and suggestions that we will find very useful as we slowly move with the growing band of third sector organisations adopting social media within our communication strategy." --VAER - Voluntary Action East Renfrewshire"This volume provides a timely analysis of the relevant issues surrounding social media and provides guidance for governance professionals as the make considered decisions about the best social media approaches for their organisations." --Keeping Good Companies, (Journal of Chartered Secretaries Australia)

• List of figures and tablesAcknowledgementsPrefaceAbout the editorAbout the contributorsChapter 1: Social media growth and global changeAbstract:IntroductionSome historySocial media and social activismSocial media at workSocial analyticsLegal implications of increasing social media usageConclusionChapter 2: Flash rob or protest movement: the First Amendment and regulating online calls to actionAbstract:Flash mobsThe history of incitement cases in the United StatesHow lower courts have dealt with BrandenburgCriminal law: crimes and speechDifficulties for Brandenburg posed by new mediaOther possible First Amendment protectionsConclusionChapter 3: World justice – the rule of law around the worldAbstract:Legal implications of social mediaThe rule of lawRankings of the rule of law by regionsRule of Law Index and social mediaSocial media – chance or challenge?ConclusionChapter 4: Default metaphysics – social networks and the selfAbstract:Normalised differencesSubmitting subjectsBeing tradedArchiving the selfAttention as apparatusChapter 5: A service-oriented approach to public sector social media strategyAbstract:IntroductionWhat social media platforms or tools should our organisation be using?What do we need to commit to, in terms of risk and resources?Resources – knowing what it costs to get what you wantResearch and monitoringPosting and curatingCommunity managementCrowd-sourcing, contests, apps and other campaignsRisk – understanding the tradeoffs of social mediaHow do we measure success?ConclusionChapter 6: Social media in the humanitarian spaceAbstract:IntroductionNetworking offline and onlineIntroduction to technology: the Hindenburg exampleUsing social media for social good: Born HIV Free campaignUses of social media in the humanitarian space: from conversation to actionLessons learned: where are we going?Chapter 7: Social media: the new tool in business educationAbstract:IntroductionSocial capital and social mediaSocial networks within businessSocial media in the curriculumSocial media in business educationSocial media and pedagogical issuesConclusionChapter 8: Social media: does it generate the continuum of transparency in organisations?Abstract:Transparency: shifting lines in the sandThe positive and negative continuum of transparencyTransparency as control through social mediaThe role of civility and etiquetteTransparency tensions in the organisational social network: The next stepChapter 9: Social media: blessing or curse? – a business perspectiveAbstract:IntroductionSocial media as a marketing toolCan social media generate new business?Chapter 10: Improving the customer experience: how social media can make a differenceAbstract:IntroductionDefine what you want to do and whyDefine, assess and createLink key drivers to corporate strategyManage the processConclusionChapter 11: The uses and accuracy of social analytics data and platformsAbstract:IntroductionSocial media data and various practicesAnalytics measurement chasmsWhat works for social media and return on investment?What works in social media for corporate stakeholders and social media return on investment?ConclusionChapter 12: Altruism – a valuable dimension of the digital ageAbstract:IntroductionTraditional networking behaviourCollaboration and cooperationSocial media in the emerging digital economyBuilding trustTrust and collaborationExchanging valueOur copyright laws are a messWhat must changeI see the solution as an online automated system that:ConclusionIndex

Cornelis Reiman is a board-level advisor, working on international start-up, turnaround, business development and merger and acquisitions often with an IT focus. A member of several boards, he has been President of an international economic development entity spanning the former Soviet Union and, as Vice President, Chief Operating Officer and Chief Technology Officer based in Singapore, was instrumental in setting up a global Business-to-Consumer (B2C) and Business-to-Business (B2B) e-business, complete with social networking to facilitate interaction between stakeholders. Prior to this, Cornelis was Dean and Vice President of a university in Thailand, and taught international business, management and economics to postgraduate students at Monash University, Australia. Cornelis has worked with a major global information technology provider, and a leading accounting service.

"Offers many ideas and suggestions that we will find very useful as we slowly move with the growing band of third sector organisations adopting social media within our communication strategy." --VAER - Voluntary Action East Renfrewshire"This volume provides a timely analysis of the relevant issues surrounding social media and provides guidance for governance professionals as the make considered decisions about the best social media approaches for their organisations." --Keeping Good Companies, (Journal of Chartered Secretaries Australia)

• List of figures and tablesAcknowledgementsPrefaceAbout the editorAbout the contributorsChapter 1: Social media growth and global changeAbstract:IntroductionSome historySocial media and social activismSocial media at workSocial analyticsLegal implications of increasing social media usageConclusionChapter 2: Flash rob or protest movement: the First Amendment and regulating online calls to actionAbstract:Flash mobsThe history of incitement cases in the United StatesHow lower courts have dealt with BrandenburgCriminal law: crimes and speechDifficulties for Brandenburg posed by new mediaOther possible First Amendment protectionsConclusionChapter 3: World justice – the rule of law around the worldAbstract:Legal implications of social mediaThe rule of lawRankings of the rule of law by regionsRule of Law Index and social mediaSocial media – chance or challenge?ConclusionChapter 4: Default metaphysics – social networks and the selfAbstract:Normalised differencesSubmitting subjectsBeing tradedArchiving the selfAttention as apparatusChapter 5: A service-oriented approach to public sector social media strategyAbstract:IntroductionWhat social media platforms or tools should our organisation be using?What do we need to commit to, in terms of risk and resources?Resources – knowing what it costs to get what you wantResearch and monitoringPosting and curatingCommunity managementCrowd-sourcing, contests, apps and other campaignsRisk – understanding the tradeoffs of social mediaHow do we measure success?ConclusionChapter 6: Social media in the humanitarian spaceAbstract:IntroductionNetworking offline and onlineIntroduction to technology: the Hindenburg exampleUsing social media for social good: Born HIV Free campaignUses of social media in the humanitarian space: from conversation to actionLessons learned: where are we going?Chapter 7: Social media: the new tool in business educationAbstract:IntroductionSocial capital and social mediaSocial networks within businessSocial media in the curriculumSocial media in business educationSocial media and pedagogical issuesConclusionChapter 8: Social media: does it generate the continuum of transparency in organisations?Abstract:Transparency: shifting lines in the sandThe positive and negative continuum of transparencyTransparency as control through social mediaThe role of civility and etiquetteTransparency tensions in the organisational social network: The next stepChapter 9: Social media: blessing or curse? – a business perspectiveAbstract:IntroductionSocial media as a marketing toolCan social media generate new business?Chapter 10: Improving the customer experience: how social media can make a differenceAbstract:IntroductionDefine what you want to do and whyDefine, assess and createLink key drivers to corporate strategyManage the processConclusionChapter 11: The uses and accuracy of social analytics data and platformsAbstract:IntroductionSocial media data and various practicesAnalytics measurement chasmsWhat works for social media and return on investment?What works in social media for corporate stakeholders and social media return on investment?ConclusionChapter 12: Altruism – a valuable dimension of the digital ageAbstract:IntroductionTraditional networking behaviourCollaboration and cooperationSocial media in the emerging digital economyBuilding trustTrust and collaborationExchanging valueOur copyright laws are a messWhat must changeI see the solution as an online automated system that:ConclusionIndex

Cornelis Reiman is a board-level advisor, working on international start-up, turnaround, business development and merger and acquisitions often with an IT focus. A member of several boards, he has been President of an international economic development entity spanning the former Soviet Union and, as Vice President, Chief Operating Officer and Chief Technology Officer based in Singapore, was instrumental in setting up a global Business-to-Consumer (B2C) and Business-to-Business (B2B) e-business, complete with social networking to facilitate interaction between stakeholders. Prior to this, Cornelis was Dean and Vice President of a university in Thailand, and taught international business, management and economics to postgraduate students at Monash University, Australia. Cornelis has worked with a major global information technology provider, and a leading accounting service.

"Offers many ideas and suggestions that we will find very useful as we slowly move with the growing band of third sector organisations adopting social media within our communication strategy." --VAER - Voluntary Action East Renfrewshire"This volume provides a timely analysis of the relevant issues surrounding social media and provides guidance for governance professionals as the make considered decisions about the best social media approaches for their organisations." --Keeping Good Companies, (Journal of Chartered Secretaries Australia)

• List of figures and tablesAcknowledgementsPrefaceAbout the editorAbout the contributorsChapter 1: Social media growth and global changeAbstract:IntroductionSome historySocial media and social activismSocial media at workSocial analyticsLegal implications of increasing social media usageConclusionChapter 2: Flash rob or protest movement: the First Amendment and regulating online calls to actionAbstract:Flash mobsThe history of incitement cases in the United StatesHow lower courts have dealt with BrandenburgCriminal law: crimes and speechDifficulties for Brandenburg posed by new mediaOther possible First Amendment protectionsConclusionChapter 3: World justice – the rule of law around the worldAbstract:Legal implications of social mediaThe rule of lawRankings of the rule of law by regionsRule of Law Index and social mediaSocial media – chance or challenge?ConclusionChapter 4: Default metaphysics – social networks and the selfAbstract:Normalised differencesSubmitting subjectsBeing tradedArchiving the selfAttention as apparatusChapter 5: A service-oriented approach to public sector social media strategyAbstract:IntroductionWhat social media platforms or tools should our organisation be using?What do we need to commit to, in terms of risk and resources?Resources – knowing what it costs to get what you wantResearch and monitoringPosting and curatingCommunity managementCrowd-sourcing, contests, apps and other campaignsRisk – understanding the tradeoffs of social mediaHow do we measure success?ConclusionChapter 6: Social media in the humanitarian spaceAbstract:IntroductionNetworking offline and onlineIntroduction to technology: the Hindenburg exampleUsing social media for social good: Born HIV Free campaignUses of social media in the humanitarian space: from conversation to actionLessons learned: where are we going?Chapter 7: Social media: the new tool in business educationAbstract:IntroductionSocial capital and social mediaSocial networks within businessSocial media in the curriculumSocial media in business educationSocial media and pedagogical issuesConclusionChapter 8: Social media: does it generate the continuum of transparency in organisations?Abstract:Transparency: shifting lines in the sandThe positive and negative continuum of transparencyTransparency as control through social mediaThe role of civility and etiquetteTransparency tensions in the organisational social network: The next stepChapter 9: Social media: blessing or curse? – a business perspectiveAbstract:IntroductionSocial media as a marketing toolCan social media generate new business?Chapter 10: Improving the customer experience: how social media can make a differenceAbstract:IntroductionDefine what you want to do and whyDefine, assess and createLink key drivers to corporate strategyManage the processConclusionChapter 11: The uses and accuracy of social analytics data and platformsAbstract:IntroductionSocial media data and various practicesAnalytics measurement chasmsWhat works for social media and return on investment?What works in social media for corporate stakeholders and social media return on investment?ConclusionChapter 12: Altruism – a valuable dimension of the digital ageAbstract:IntroductionTraditional networking behaviourCollaboration and cooperationSocial media in the emerging digital economyBuilding trustTrust and collaborationExchanging valueOur copyright laws are a messWhat must changeI see the solution as an online automated system that:ConclusionIndex