Nowadays, social software is in demand in very different settings. Managing relationships (e.g., social networking sites) and content sharing (e.g., photo sharing), but also collaborative working via the Internet became a widely accepted part of the social lives of people. Especially, collaborative environments provide platforms supporting users in creating and exchanging new ideas, material, and conducting discussions, but also in representing themselves by allowing for according profile management etc., cf. [KR07]. Supporting the users’ privacy in such interactive environments stands in sharp contrast to the objectives of collaboration. However, previous work has shown that different approaches may overcome this ostensible contradiction. One further approach is subject of this paper and consists of a differentiated role management. Accordingly, this paper describes the particular settings of applications shaping Privacy-Enhanced Collaborative Environments (PECE), for which a comprehensive role management has to be realized. The paper discusses the implications on the role concept resulting from the privacy-related settings and introduces a three-dimensional approach for roles in a collaborative environment.

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Background: In an era defined by rapid change and economic transformation, the traditional barriers that once separated academia and entrepreneurship are dissolving. In this changing environment, a distinct category of individuals emerges: Student Entrepreneurs. These individuals possess a unique combination of academic competence with the visions of being an entrepreneur. As entrepreneurship evolves to embrace action-based approaches, universities are attempting to foster a new generation with entrepreneurial mindsets equipped not just with theoretical knowledge, but also with practical skills needed to thrive in today’s dynamic business market. However, despite the emergence of student entrepreneurship, the unique population remains significantly under-researched.   Research Problem: The study upon student entrepreneurs is limited and the existing research studies upon the entrepreneurial intentions and motivation, identities of student entrepreneurs along with their characteristics and challenges, Studies within entrepreneurship educations are mostly researched upon only from the viewpoint of how institutions can enhance entrepreneurial actions towards students. However, when it comes to understanding how student entrepreneurs manage their dual role as students and entrepreneurs, there is still needed to conduct a deeper understanding of research in this field.     Research Questions: How do Student entrepreneurs manage between their student and entrepreneur roles?  What kind of strategies do student entrepreneurs use to manage their dual roles? Research Purpose: The research purpose of this research is to understand how student entrepreneurs manage their student and entrepreneurial roles, and the coping strategies employed to manage the balancing of their dual roles. Specifically, this research seeks to clarify the dynamics of role management process and the coping strategies that facilitate these dual roles.  Research Method: A qualitative study is carried out following the underlying research philosophy of relativism and social constructionism approach. The study then outlines the choice for research design and method as an exploratory short-term longitudinal study with grounded theory analysis. Moreover, the study further conducted the procedure of sampling methods, research design, data collection and data analysis using Gioia method which divides the data into first-order codes, second-order themes, and third-order dimensions.  Conclusion: Student entrepreneurs deal with managing their dual roles by strategically employing coping strategies tailored to the different phases of their entrepreneurial and academic paths. This approach is then underpinned by strong motivational factors, supportive ecosystems and through adaptive strategies that meet the evolving demands of the dual roles of student entrepreneurs.

Vi har undersökt konsultchefer på ett bemanningsföretag. Syftet med studien har varit att ta reda på hur de upplever sina olika roller, vilket känsloarbete de utför i dessa roller, samt hur ledarskapet ser ut i chefsrollen. Vi har utgått från ett individperspektiv och med kvalitativ ansats intervjuat sex konsultchefer på ett bemanningsföretag, för att ta reda på vår frågeställning: Hur upplever konsultcheferna sina olika roller (som chef och säljare) och vilket känsloarbete utför de i rollerna mot konsulter och kunder? Denna har vi besvarat med hjälp av tre huvudsakliga teoretiska ramar: Goffmans (2009) dramaturgiska teori, Hochschilds (2003)teorier om emotionellt arbete och slutligen Sandahl et al.s (2010) teorier om chefens roll i organisationen. Undersökningen visade att konsultcheferna upplever det vara viktigare att “hålla rollen” som säljare mot kunder, än rollen som chef mot konsulter. De använder sig av Surface acting i sitt känsloarbete för att göra kunderna nöjda. Konsultcheferna bearbetar sina “underliggande äkta känslor” genom att samtala med sina kollegor. I rollen som chef är konsultcheferna behandlande mot konsulterna, samtidigt som de leder och styr konsulterna i arbetet.

Nowadays, social software is in demand in very different settings. Managing relationships (e.g., social networking sites) and content sharing (e.g., photo sharing), but also collaborative working via the Internet became a widely accepted part of the social lives of people. Especially, collaborative environments provide platforms supporting users in creating and exchanging new ideas, material, and conducting discussions, but also in representing themselves by allowing for according profile management etc., cf. [KR07]. Supporting the users’ privacy in such interactive environments stands in sharp contrast to the objectives of collaboration. However, previous work has shown that different approaches may overcome this ostensible contradiction. One further approach is subject of this paper and consists of a differentiated role management. Accordingly, this paper describes the particular settings of applications shaping Privacy-Enhanced Collaborative Environments (PECE), for which a comprehensive role management has to be realized. The paper discusses the implications on the role concept resulting from the privacy-related settings and introduces a three-dimensional approach for roles in a collaborative environment.

Purpose Facing the dilemma between collaboration and privacy is a continual challenge for users. In this setting, this paper discusses issues of a highly flexible role management integrated in a privacy-enhanced collaborative environment. Design/methodology/approach The general framework was provided by former findings of several research projects, i.e., collaborative platform BluES and projects of privacy and identity management PRIME and PrimeLife. The role management concept bases on a literature survey and has been proofed by integration into the privacy-enhanced environment BluES’n. Findings A three-dimensional role management concept was developed describing users’ rights, tasks, and positions. A discussion on how to fulfill privacy requirements yielded that a semi-automated decision making regarding the use of roles with different identities is reasonable to support users’ control of their privacy when interacting with others. Research limitations/implications The concept of flexible role management complies with the requirements of privacy-enhanced collaborative environments. However, a fully automated approach of rule-based information disclosure is not possible as such decisions depend on personal and situational aspects. Practical implications Using the example of a flexible role management concept, research described in this paper demonstrates that privacy and interaction concerns can be balanced and should be considered in application design processes. Social implications Concepts of privacy-enhanced collaborative environments allow respecting privacy-related attitudes and could improve the quality of service consumption. Originality/value The paper demonstrates contrasts between collaboration and privacy attitudes and presents solutions for the integration of role management to overcome this initially supposed contradiction.

Purpose Facing the dilemma between collaboration and privacy is a continual challenge for users. In this setting, this paper discusses issues of a highly flexible role management integrated in a privacy-enhanced collaborative environment. Design/methodology/approach The general framework was provided by former findings of several research projects, i.e., collaborative platform BluES and projects of privacy and identity management PRIME and PrimeLife. The role management concept bases on a literature survey and has been proofed by integration into the privacy-enhanced environment BluES’n. Findings A three-dimensional role management concept was developed describing users’ rights, tasks, and positions. A discussion on how to fulfill privacy requirements yielded that a semi-automated decision making regarding the use of roles with different identities is reasonable to support users’ control of their privacy when interacting with others. Research limitations/implications The concept of flexible role management complies with the requirements of privacy-enhanced collaborative environments. However, a fully automated approach of rule-based information disclosure is not possible as such decisions depend on personal and situational aspects. Practical implications Using the example of a flexible role management concept, research described in this paper demonstrates that privacy and interaction concerns can be balanced and should be considered in application design processes. Social implications Concepts of privacy-enhanced collaborative environments allow respecting privacy-related attitudes and could improve the quality of service consumption. Originality/value The paper demonstrates contrasts between collaboration and privacy attitudes and presents solutions for the integration of role management to overcome this initially supposed contradiction.

In the modern world, Scrum is widely adopted by many companies for software development, no matter the size of the company. As Scrum provides rapid development and meets the customer needs in a faster and efficient way, many companies want to move towards Scrum but moving towards Scrum is difficult and challenging due to different barriers for example cost, lack of experience, and so on. This thesis is to address the barriers which are involved during the Scrum adoption for software start-up companies such as communication, team mindset, backlog refining, daily stand up, and retrospective meetings. In this research report, these issues are divided based on the factors such as organization, people, process, and tools. We have figured out these barriers using action research based on the observation done during the Scrum team meetings and through interviews and surveys.