In this paper we analyze the improvements in organizational behaviour needed to maximize the efficiency of information systems (IS). For this purpose, we have studied the mutual relationships among information technologies (IT), IS and organizational culture. Then, we focus on how the organizational culture influences this specific process distinguishing between informatic culture and informational culture, the latter being the one allowing an adequate implementation and development of the IS.Finally, we underline the cultural consistency which the implementation of an IS requires. In order to do this, we must measure the degree of technical and financial feasibility of the IS regarding the quantitative and measurable effort an organization must make to implement it, together with the consistency of this system with the pre-existing culture. When considering the need for a cultural change, we argue that the best choice is a «bubble-like» cultural implementation.Keywords: Informational culture. Informatic Culture. Information Systems. Information Technology. Organizational Change. Organizational Reinforcement. Notional foundationsThis paper analyzes the Information System (IS) and the organizational culture as two closely related issues in any firm. More precisely, we shall see how these two phenomena interact in order to help achieve the purposes of an economic unit. However, before we may draw any conclusions about the matter, it is necessary to define the two concepts, albeit in a summarized way, so that the foundations of their mutual relationship can be properly established. Information system and information technologyConcerning the notion of IS, it must be said that its delimitation is a problematic one, due to

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Abstract:We argue that ethical leadership must be in line with corporate governance in general and of the CEO (Chief Executive Officer) who must be the starting point for the rest of the organizational members to have an ethical guideline to follow. Nevertheless, we argue that the figure of the EO (Ethics Officer) is the connecting link between ethical values of Corporate Governance, CEOs and those of the other staff. With this idea in mind, we present the characteristics an EO must have, and reach the conclusion that organizational ethical values cannot be imposed. Instead, they must be managed through a corporate governance ethical culture, so this term will be the focus of the paper. 2 CORPORATE GOVERNANCE AND ORGANIZATIONAL CULTURE. THE ROLE OF ETHICS OFFICERS.Keywords: Business Ethics, CEO, Corporate Governance, Ethical Culture, Ethics Officers, Organizational Culture. Abstract:We argue that ethical leadership must be in line with corporate governance in general and of the CEO (Chief Executive Officer) who must be the starting point for the rest of the organizational members to have an ethical guideline to follow. Nevertheless, we argue that the figure of the EO (Ethics Officer) is the connecting link between ethical values of Corporate Governance, CEOs and those of the other staff. With this idea in mind, we present the characteristics an EO must have, and reach the conclusion that organizational ethical values cannot be imposed. Instead, they must be managed through a corporate governance ethical culture, so this term will be the focus of the paper.

This paper deals with the influence of IT (Information Technology) in HRM (Human Resources Management) and more specifically on training policy, by means of the experience in this field of a Spanish telecommunications firm, Telefonica. For this, we will go into more depth about the characteristics of the training model designed by this firm to face new environments, the technologies used, the actions which have had most impact, the disadvantages and the success factors that have been detected trying to grow an Elearning company. The study of this case has facilitated the identification of the following successful factors in a training policy: flexibility in time management for training; active participation by trainers; the establishment of control mechanisms that guarantee that the training really occurs; the creation of quality content; the promotion of interactive elements among trainers, among students and with each other; the use of standardised and developed technologies and the gradual implementation of these experiences. As regards, objectives for the future emphasis, in the company analysed is on maintaining progress in the use of E-learning as a way of adapting the training process to the new E-business culture.Keywords: E-learning; HR and IT; Training; Case study An E-learning case study Human resources management and employabilityThe Human Resources (HR from now on) function currently finds itself in an unprecedented situation. According to some authors, this function has already experienced numerous changes and has gone a long way. This is obviously true and so far, it has been adapting to the changes occurring in its environment, mainly because those changes were slow and, to some extent, foreseeable. However, the opposite happens now; the speed at which changes are occurring is increasingly high and the course the business world is taking is also more and more unforeseeable. This is why HR managers will not only have to make mere adaptations, but face true organisational transformations.Within such a context, we think survival will only be possible for those firms which understand that their HR managers cannot have a secondary role, from the professional point of view, in the strategic decision-making process and must gain enough relevance within the firm's business policy, which will made them able to face the organisations' increasingly difficult challenges with managerial-type decisions. They will achieve this relevance when the HR function: 2• Is a true strategic partner of the top management, but at the same time, correctly performs its role of spokesman-defender of employees' interests (Ehrlich, 1997 andEllig, 1997).• Has outsourced numerous functions, but is better equipped in qualitative terms (Christensen, 1997;and Gómez Mejía, Balkin & Cardy, 2001).• Without forgetting internal economic aspects, is strongly involved in finding solutions to the economic and social problems of the society that surrounds it; that is to say, when it co-ordinates internal affairs with its economic and...

The objective sought with the present paper consists in analyzing the literature about Facebook in order to know the conclusions of the different works with regard to its influence on those results. The examination of 37 papers devoted to this thematic area allows us to know which journals publish more about the impacts that Facebook has on academic performance, which data collection methods are more often used, which topics emerge in parallel to the use of Facebook in the academic context, and which countries are more prolific in this field. The conclusions suggest that, despite the divergence of results, the overall outcome is positive when it comes to the use of Facebook in academic environments.

Basic fibroblast growth factor (FGF), its mRNA and the mRNA that encodes for its receptor have all been localized in the rat subfornical organ (SFO). Basic FGF is widely distributed throughout the SFO; it is present in neurons, in the vascular basement membrane of lateral blood vessels (but not those within the SFO) and in ependymal cells surrounding the SFO. Results of in situ hybridization show that the expression of basic FGF mRNA is detected throughout the organ. Similarly, the expression of flg, the gene for the putative basic FGF receptor, can also be detected in the SFO. The results all support the possibility that this growth factor may modulate the known physiological functions of the SFO.

This paper analyses a successful cultural change experience within a large organization, Telefonica Group, a firm with a staff of over 148 000 people and whose volume of customers worldwide overcomes one hundred million, which allows it to maintain a clear leadership position in the Spanish-speaking telecommunications sector. Telefonica has passed from an informatic culture to an informational culture and is currently consolidating an E-culture that will enable it to become a true E-company. With the aim of keeping its leadership position, Telefonica designed Programa Lider.es (Leader Program.es), the main objective of which was the evolution of its business model towards E-business, a transformation that would make it possible to take advantage of the possibilities offered by new technologies and the Internet and create value by participating in businesses related to the digital era. The implementation of this program was not easy. This paper analyses the pillars that underpinned the whole process, the organizational support structure that was created with this purpose and the different stages the process went through. Finally, a summary of the positive points detected, the mistakes made and the lessons learnt is provided at the end of the paper.

Background-The Community Alliance for Research Empowering Social Change (CARES) is an academic-community research partnership designed to train community members on research methods and develop the infrastructure for community-based participatory research (CBPR) to examine and address racial/ethnic health disparities. The Brentwood Community Health Assessment (BCHA) was developed through a CBPR pilot project grant from CARES.