The Korean Decimal Classification (KDC) is a system of library classification used in South Korea. The structure and main level classes of the KDC are based on the Dewey Decimal Classification. The KDC is maintained and published by the Classification Committee of the Korean Library Association. The first edition of the classification was published in 1964; the most recent edition is the sixth edition published in 2013. Almost all school and public libraries in South Korea use the KDC to organize their collections, as well as the National Library of Korea and some university libraries. == History == Multiple library classification systems had been developed for Korean libraries before the publication of the KDC. These included the Railway Bureau Library Classification(1920), the Korean Decimal Classification edited by Bong-Suk Park(known as KDCP, 1947), the Han-Un Decimal Classification(1954), and the Kuk-Yeon Decimal Classification(1958). After the disappearance of editor Bong-Suk Park in the 1950s, the KDCP system decreased in use. Korean librarians considered adopting the Dewey Decimal Classification (DDC), especially after it was implemented at Yonsei University in 1957, but struggled to apply it to East Asian and Korean-focused works in their collections. In February 1963, members of the Korean Library Association's Classification were appointed to create a national classification; they decided to make revisions to the order of the main classes of the DDC, for example bringing together the class Language(700) together with the class for Literature(800). Committee members prepared draft classes and indexes and the first edition of the KDC was published in May 1964. Both the text and the index were written in Korean Hangul characters and Chinese characters. The second edition was published just two years later, in 1966, correcting errors and omissions found in the first edition. The third edition was published in 1980, maintaining the basic framework of the previous editions while expanding significantly. The fourth edition, published in 1996, made considerable changes, including increasing the number of representatives on the Classification Committee. The committee sought feedback from the library community and implemented revisions included in the recently published edition 20 of the DDC and edition 9 of the Nippon Decimal Classification. New policies applied to the fourth edition included principles suggesting the main classes should remain as static as possible, with focus shown to expanding classes devoted to technology and science. Likewise, many subject specialists were consulted for the publication of the fifth edition in 2009. The publication of the 23rd edition of the DDC in 2011 provided opportunity for a new revision of the KDC, and the sixth edition was published in July 2013. Greater numbers of classes provided number building capacity in the sixth edition, allowing for more specificity. == Description == The KDC classifies resources primarily by discipline, though some classes are collocated by subject. There are eight auxiliary mnemonic tables used to expand class numbers. The main classes of the KDC are the same as the main classes of the Dewey Decimal Classification, but four of those main classes are in a different order: Natural sciences (400), Technology and engineering (500), Arts (600), and Language 700. Though the structure is heavily influenced by the DDC, aspects of multiple library classifications have been invoked in the creation of the KDC, including the Library of Congress Classification for the arrangement of the social sciences (300), the Universal Decimal Classification for medical sciences (510), the KDCP for Korean and Oriental subjects, the Nippon Decimal Classification for those of Japan and Oriental subjects. === Classes of the KDC 6th edition === 000 General works 000 General works 010 Books, Bibliography 020 Library & information science 030 General encyclopedias 040 General collected essays 050 General serial publications 060 General societies 070 Newspapers, journalism 080 General collected works 090 Materials of province 100 Philosophy 100 Philosophy 110 Metaphysics 120 Epistemology, etc. 130 Systems of philosophy 140 Chinese classics 150 Oriental philosophy and thought 160 Western philosophy 170 Logic 180 Psychology 190 Ethics, moral philosophy 200 Religion 200 Religion 210 Comparative religion 220 Buddhism 230 Christian religion 240 Taoism 250 Chondoism 260 [Unassigned] 270 Hinduism, Brahmanism 280 Islam, Mohammedianism 290 Other religions 300 Social sciences 300 Social sciences 310 Statistics 320 Economics 330 Sociology and social problems 340 Political sciences 350 Public administration 360 Law 370 Education 380 Customs, Etiquette, Folklore 390 Military science 400 Natural sciences 400 Natural sciences 410 Mathematics 420 Physics 430 Chemistry 440 Astronomy 450 Earth science 460 Mineralogy 470 Life science 480 Botany 490 Zoological science 500 Technology 500 Technology 510 Medical science 520 Agriculture 530 Engineering, technology, etc. 540 Construction and architecture 550 Mechanical engineering 560 Electrical, comm. & electric engineering 570 Chemical engineering 580 Manufactures 590 Human ecology 600 Arts 600 Arts 610 [Unassigned] 620 Sculpture, plastic art 630 Crafts 640 Calligraphy 650 Painting, design 660 Photography 670 Music 680 Stage performance, museum arts 690 Amusements, sports & physical training 700 Language 700 Language 710 Korean language 720 Chinese language 730 Japanese & other Asian languages 740 English 750 German 760 French languages 770 Spanish languages & Portuguese language 780 Italian languages 790 Other languages 800 Literature 800 Literature 810 Korean literature 820 Chinese literature 830 Japanese & other Asian literature 840 English & American literature 850 German literature 860 French literature 870 Spanish & Portuguese literature 880 Italian literature 890 Other literatures 900 History 900 History 910 Asia 920 Europe 930 Africa 940 North America 950 South America 960 Oceania and Polar regions 970 [Unassigned] 980 Geography 990 Biography === Expansion tables === Table 1. Standard subdivisions Table 2. Geographic Areas Table 3. Korean geographic areas Table 4. Korean historical period Table 5. Languages Table 6. Subdivisions of individual languages Table 7. Subdivisions of individual literatures Table 8. Subdivisions of individual religions == Usage == KDC is used by a wide range of libraries within Korea, including by the National Library of Korea and most school and public libraries in the country, along with some university libraries, such as the one at Keimyung University.
United States Tech Force
The U.S. Tech Force (also styled as US Tech Force, Tech Force, or Government Tech Force) is a federal hiring initiative launched by the second Donald Trump administration in December 2025. The program, administered by the Office of Personnel Management (OPM), aims to recruit about 1,000 early-career technology professionals into two-year government jobs to modernize federal IT systems, advance artificial intelligence (AI) capabilities, and address technological gaps in government operations. The initiative is an effort to plug capability gaps created by Trump-administration efforts to shrink the federal government, which led to the departure of some 220,000 federal employees, including many in IT. The initiative seeks early-career workers; officials said it would offer competitive salaries and opportunities to work on high-impact government technology projects. Major technology companies—including Amazon, Apple, Microsoft, Nvidia, Meta, Google, and OpenAI—agreed to help identify and refer candidates. Candidates are allowed to take Tech Force positions on leaves of absence and without divesting their stock, raising conflict-of-interest questions. In January 2026, OPM direction Scott Kupor said the deadline for applying to Tech Force was being extended because of "tremendous interest" without saying how many people had actually applied. Also in December 2025, news broke that the administration is planning another novel use of private-sector workers: hiring cybersecurity firms for offensive cyber operations.
Intranet
An intranet is a computer network for sharing information, easier communication, collaboration tools, operational systems, and other computing services within an organization, usually to the exclusion of access by outsiders. The term is used in contrast to public networks, such as the Internet, but uses the same technology based on the Internet protocol suite. An organization-wide intranet can constitute a focal point of internal communication and collaboration, and provide a single starting point to access internal and external resources. In its simplest form, an intranet is established with the technologies for local area networks (LANs) and wide area networks (WANs). Many modern intranets have search engines, user profiles, blogs, mobile apps with notifications, and events planning within their infrastructure. An intranet is sometimes contrasted to an extranet. While an intranet is generally restricted to employees of the organization, extranets may also be accessed by customers, suppliers, or other approved parties. Extranets extend a private network onto the Internet with special provisions for authentication, authorization and accounting (AAA protocol). == Uses == Intranets are increasingly being used to deliver tools, such as for collaboration (to facilitate working in groups and teleconferencing) or corporate directories, sales and customer relationship management, or project management. Intranets are also used as corporate culture-change platforms. For example, a large number of employees using an intranet forum application to host a discussion about key issues could come up with new ideas related to management, productivity, quality, and other corporate issues. In large intranets, website traffic is often similar to public website traffic and can be better understood by using web metrics software to track overall activity. User surveys also improve intranet website effectiveness. Larger businesses allow users within their intranet to access public internet through firewall servers. They have the ability to screen incoming and outgoing messages, keeping security intact. When part of an intranet is made accessible to customers and others outside the business, it becomes part of an extranet. Businesses can send private messages through the public network using special encryption/decryption and other security safeguards to connect one part of their intranet to another. Intranet user-experience, editorial, and technology teams work together to produce in-house sites. Most commonly, intranets are managed by the communications, HR or CIO departments of large organizations, or some combination of these. Because of the scope and variety of content and the number of system interfaces, the intranets of many organizations are much more complex than their respective public websites. Intranets and the use of intranets are growing rapidly. According to the Intranet Design Annual 2007 from Nielsen Norman Group, the number of pages on participants' intranets averaged 200,000 over the years 2001 to 2003 and has grown to an average of 6 million pages over 2005–2007. == Benefits == Intranets can help users locate and view information faster and use applications relevant to their roles and responsibilities. With a web browser interface, users can access data held in any database the organization wants to make available at any time and — subject to security provisions — from anywhere within company workstations, increasing employees' ability to perform their jobs faster, more accurately, and with confidence that they have the right information. It also helps improve services provided to users. Using hypermedia and Web technology, Web publishing allows for the maintenance of and easy access to cumbersome corporate knowledge, such as employee manuals, benefits documents, company policies, business standards, news feeds, and even training, all of which can be accessed throughout a company using common Internet standards (Acrobat files, Flash files, CGI applications). Because each business unit can update the online copy of a document, the most recent version is usually available to employees using the intranet. Intranets are also used as a platform for developing and deploying applications to support business operations and decisions across the internetworked enterprise. Information is easily accessible to all authorised users, enabling collaboration. Being able to communicate in real-time through integrated third-party tools, such as an instant messenger, promotes the sharing of ideas and removes blockages to communication to help boost a business's productivity. Intranets can serve as powerful tools for communicating (such as through chat, email and/or blogs) within a given organization about vertically strategic initiatives that have a global reach throughout said organization. The type of information that can easily be conveyed is the purpose of the initiative and what it is aiming to achieve, who is driving it, results achieved to date, and whom to speak to for more information. By providing this information on the intranet, staff can keep up-to-date with the strategic focus of their organization. For example, when Nestlé had a number of food processing plants in Scandinavia, their central support system had to deal with a number of queries every day. When Nestlé decided to invest in an intranet, they quickly realized the savings. Gerry McGovern says that the savings from the reduction in query calls was substantially greater than the investment in the intranet. Users can view information and data via a web browser rather than maintaining physical documents such as procedure manuals, internal phone list and requisition forms. This can potentially save the business money on printing, duplicating documents, and the environment, as well as document maintenance overhead. For example, the HRM company PeopleSoft "derived significant cost savings by shifting HR processes to the intranet". McGovern goes on to say the manual cost of enrolling in benefits was found to be US$109.48 per enrollment. "Shifting this process to the intranet reduced the cost per enrollment to $21.79; a saving of 80 percent". Another company that saved money on expense reports was Cisco. "In 1996, Cisco processed 54,000 reports and the amount of dollars processed was USD19 million". Many companies dictate computer specifications which, in turn, may allow Intranet developers to write applications that only have to work on one browser such that there are no cross-browser compatibility issues. Being able to specifically address one's "viewer" is a great advantage. Since intranets are user-specific (requiring database/network authentication prior to access), users know exactly who they are interfacing with and can personalize their intranet based on role (job title, department) or individual ("Congratulations Jane, on your 3rd year with our company!"). Since "involvement in decision making" is one of the main drivers of employee engagement, offering tools (like forums or surveys) that foster peer-to-peer collaboration and employee participation can make employees feel more valued and involved. == Planning and creation == Most organizations devote considerable resources into the planning and implementation of their intranet as it is of strategic importance to the organization's success. Some of the planning would include topics such as determining the purpose and goals of the intranet, identifying persons or departments responsible for implementation and management and devising functional plans, page layouts and designs. The appropriate staff would also ensure that implementation schedules and phase-out of existing systems were organized, while defining and implementing security of the intranet and ensuring it lies within legal boundaries and other constraints. In order to produce a high-value end product, systems planners should determine the level of interactivity (e.g. wikis, on-line forms) desired. Planners may also consider whether the input of new data and updating of existing data is to be centrally controlled or devolve. These decisions sit alongside to the hardware and software considerations (like content management systems), participation issues (like good taste, harassment, confidentiality), and features to be supported. Intranets are often static sites; they are a shared drive, serving up centrally stored documents alongside internal articles or communications (often one-way communication). By leveraging firms which specialise in 'social' intranets, organisations are beginning to think of how their intranets can become a 'communication hub' for their entire team. The actual implementation would include steps such as securing senior management support and funding, conducting a business requirement analysis and identifying users' information needs. From the technical perspective, there would need to be a coordinated installation of the web server and user access netw
Social recruiting
Social recruiting (social hiring or social media recruitment) is recruiting candidates by using social platforms as talent databases or for advertising. Social recruiting uses social media profiles, blogs, and other Internet sites to find information on candidates. It also uses social media to advertise jobs either through HR vendors or through crowdsourcing where job seekers and others share job openings within their online social networks. Social recruiting's effectiveness and return on investment have been difficult to determine, since applicants do not usually apply through the social channels which first attracted them. In May 2013, Maximum Employment Marketing Group released the Social Recruitment Monitor, which ranks the reach, engagement, and interactivity of employers' social recruiting efforts around the world. == Social recruitment software == The social recruitment software market (a form of e-recruitment) is often included in the wider talent management software sector. Bersin & Associates valued the wider talent management market at over $2bn in 2007. Social recruitment increasingly sits at an intersection of a number of fast-moving areas including social networking, recruitment and now cloud computing. Additionally, mobile recruiting has become another hot topic, especially with the rise in tablet and smartphone usage. In 2012, there was a rise of tech companies using social recruiting applications to find and screen applicants. As more companies saw value in filling jobs by putting them on the social platforms where millions of people spend at least 37 minutes daily, there developed a much larger focus on social recruiting among the talent acquisition community. By mid-2013, many major enterprise companies such as Pepsi, Gap, AIG, and Oracle had begun effectively utilizing social recruiting software, making it clear that large corporations were open to automating or streamlining (and ultimately investing in) their social recruiting processes.
Data steward
A data steward is an oversight or data governance role within an organization, and is responsible for ensuring the quality and fitness for purpose of the organization's data assets, including the metadata for those data assets. A data steward may share some responsibilities with a data custodian, such as the awareness, accessibility, release, appropriate use, security and management of data. A data steward would also participate in the development and implementation of data assets. A data steward may seek to improve the quality and fitness for purpose of other data assets their organization depends upon but is not responsible for. Data stewards have a specialist role that utilizes an organization's data governance processes, policies, guidelines and responsibilities for administering an organizations' entire data in compliance with policy and/or regulatory obligations (e.g., GDPR, HIPAA). The overall objective of a data steward is the data quality of the data assets, datasets, data records and data elements. This includes documenting metainformation for the data, such as definitions, related rules/governance, physical manifestation, and related data models (most of these properties being specific to an attribute/concept relationship), identifying owners/custodian's various responsibilities, relations insight pertaining to attribute quality, aiding with project requirement data facilitation and documentation of capture rules. Data stewards begin the stewarding process with the identification of the data assets and elements which they will steward, with the ultimate result being standards, controls and data entry. The steward works closely with business glossary standards analysts (for standards), with data architect/modelers (for standards), with DQ analysts (for controls) and with operations team members (good-quality data going in per business rules) while entering data. Data stewardship roles are common when organizations attempt to exchange data precisely and consistently between computer systems and to reuse data-related resources. Master data management often makes references to the need for data stewardship for its implementation to succeed. Data stewardship must have precise purpose, fit for purpose or fitness. == Data steward responsibilities == A data steward ensures that each assigned data element: Has clear and unambiguous data element definition Does not conflict with other data elements in the metadata registry (removes duplicates, overlap etc.) Has clear enumerated value definitions if it is of type Code Is still being used (remove unused data elements) Is being used consistently in various computer systems Is being used, fit for purpose = Data Fitness Has adequate documentation on appropriate usage and notes Documents the origin and sources of authority on each metadata element Is protected against unauthorised access or change Responsibilities of data stewards vary between different organisations and institutions. For example, at Delft University of Technology, data stewards are perceived as the first contact point for any questions related to research data. They also have subject-specific background allowing them to easily connect with researchers and to contextualise data management problems to take into account disciplinary practices. == Types of data stewards == Depending on the set of data stewardship responsibilities assigned to an individual, there are 4 types (or dimensions of responsibility) of data stewards typically found within an organization: Data object data steward - responsible for managing reference data and attributes of one business data entity Business data steward - responsible for managing critical data, both reference and transactional, created or used by one business function. The data steward may also serve as a liaison between the organization's data users and technical teams, helping to bridge the gap between business needs and technical requirements. They may also play a role in educating others within the organization about best practices for data management, and advocating for data-driven decision-making. Process data steward - responsible for managing data across one business process System data steward - responsible for managing data for at least one IT system == Benefits of data stewardship == Systematic data stewardship can foster: Faster analysis Consistent use of data management resources Easy mapping of data between computer systems and exchange documents Lower costs associated with migration to (for example) service-oriented architecture (SOA) Mitigation of data risk Better control of dangers associated with privacy, legal, errors, etc. Assignment of each data element to a person sometimes seems like an unimportant process. But multiple groups have found that users have greater trust and usage rates in systems where they can contact a person with questions on each data element. == Examples == Delft University of Technology (TU Delft) offers an example of data stewardship implementation at a research institution. In 2017 the Data Stewardship Project was initiated at TU Delft to address research data management needs in a disciplinary manner across the whole campus. Dedicated data stewards with subject-specific background were appointed at every TU Delft faculty to support researchers with data management questions and to act as a linking point with the other institutional support services. The project is coordinated centrally by TU Delft Library, and it has its own website, blog and a YouTube channel. The [1]EPA metadata registry furnishes an example of data stewardship. Note that each data element therein has a "POC" (point of contact). In 2023, ETH Zurich launched the Data Stewardship Network (DSN) to facilitate collaboration among employees engaged in data management, analysis, and code development across research groups. The DSN serves as a platform for networking and knowledge exchange, aiming to professionalize the role of data stewards who support research data management and reproducible workflows. Established by the team for Research Data Management and Digital Curation at the ETH Library, the DSN collaborates with Scientific IT Services to provide expertise in areas such as storage infrastructure and reproducible workflows. == Data stewardship applications == Information stewardship applications are business solutions used by business users acting in the role of information steward (interpreting and enforcing information governance policy, for example). These developing solutions represent, for the most part, an amalgam of a number of disparate, previously IT-centric tools already on the market, but are organized and presented in such a way that information stewards (a business role) can support the work of information policy enforcement as part of their normal, business-centric, day-to-day work in a range of use cases. The initial push for the formation of this new category of packaged software came from operational use cases — that is, use of business data in and between transactional and operational business applications. This is where most of the master data management efforts are undertaken in organizations. However, there is also now a faster-growing interest in the new data lake arena for more analytical use cases.
Escapex
Escapex, stylized as escapex, was a mobile app developer specializing in white-label fan engagement apps for celebrities. It was founded by Sephi Shapira in 2014 and has raised $18 million in funding. It allows celebrities to reach fans directly, as well as receiving revenue from fans through its freemium model. == Overview == Shapira is Israeli and previously founded Interchan and MassiveImpact. He graduated from Ben-Gurion University of the Negev. The company has raised $18 million in funding. Its 2018 revenue was $5.5 million. In 2016, the company had 57 employees split between Tel Aviv and New York City. The company's General Manager is Joe Cuello, formerly an executive at MTV, then Chief Creative Officer at TuneCore. Their director of social engagement is Rafe Lopresti-Oakes. A press release from the company described the service as having a "proprietary loyalty program" which allows "monetization of social engagement through e-commerce and in-app advertising". App launches typically offered a contest for one fan to meet the celebrity. The app also allows Escapex to collect and monetize user profiles for advertising. The New York Times described the concept of Escapex, musing, "If people love you, why not make money from them?". == Notable apps == The company has created over 350 applications, including: Enrique Iglesias, June 2016 or earlier Akon, June 2016 or earlier Ricky Martin, June 2016 or earlier Rohan Marley and the Bob Marley estate, February 2017 Marc Anthony, March 2017 Prince Royce, March 2017 Jeremy Renner, March 2017, making over $35,000 per month in April 2019 Galen Gering, June 2017 Yandel, June 2017 Greg Vaughan, June 2017 Jason Thompson, June 2017 Niecy Nash, September 2017 Tyler Posey, September 2017 Osric Chau, January 2018 Chris D'Elia Alessandra Ambrosio, making over $35,000 per month in April 2019 Abigail Ratchford, making over $35,000 per month in April 2019 Amber Rose, making over $35,000 per month in April 2019 Dita Von Teese Tommy Chong === Bollywood stars === Escapex has a large roster of Bollywood celebrities, including: Sunny Leone, December 2016 Remo D'Souza, January 2017 Amy Jackson, March 2017 Kajal Aggarwal, March 2017 Nargis Fakhri, April 2017 Disha Patani Sonam Kapoor Salman Khan == Jeremy Renner app == Renner released a mobile app called "Jeremy Renner" (Android) and "Jeremy Renner Official" (iOS) in March 2017. FastCompany wrote extensively about Renner's app in April 2019, calling it "a surprising new kind of social media". The Ringer's Kate Knibbs, explaining how self-referential the app is, summarized it stating "Jeremy Renner’s Jeremy Renner app is the Jeremy Renner of apps." The community developed to include memes, selfies, and a "Happy Rennsday" event on Wednesdays. As early as October 2017 there were claims of censorship, bullying, and "contest-rigging". In September 2019, comedian Stefan Heck wrote about discovering that any replies through the app would appear as if they were sent by Renner himself in push notifications. Heck wrote about notifications making it appear Renner was a big enthusiast of "porno"; other users made it appear Renner was a big fan of Casey Anthony. Renner had to ask Escapex to shut down the app the following day, stating "The app has jumped the shark. Literally." In September 2020, comedian/writer Caroline Goldfarb and actress Sarah Ramos launched The Renner Files podcast, a six-part series investigating the Jeremy Renner app.
Social knowledge management
Social knowledge management is a business approach that aims to leverage the collective intelligence and social interactions of an organization’s members and stakeholders. It is a branch of knowledge management, which is a multidisciplinary field that deals with the creation, sharing, and use of knowledge in various domains, such as business, economics, psychology, and information management. Knowledge management seeks to enhance organizational performance, innovation, and competitiveness by managing the intangible assets of an organization, such as human capital, know-how, technology, customers, and networks. Social media plays a crucial role in social knowledge management by enhancing communication, collaboration, and learning among individuals and groups, both internally and externally. It offers valuable insights and feedback from customers, partners, and stakeholders, and aids in generating and disseminating new knowledge. In a business context, social media is utilized for various purposes, including sentiment analysis, social learning, social collaboration, and social knowledge management. Social knowledge management is one of the application areas of social media in a business context next to others like sentiment analysis, social learning or social collaboration. Social media use by businesses can strive to achieve the following things from social media strategy point of view: learn, listen, engage in conversation, measure and refine, develop capabilities, define activities, prioritize objectives etc. Social media are not only transforming private communication and interaction, they also will transform how people work. With social media knowledge work in organizations can be optimized extremely: like a better distribution sharing and access to knowledge. This will be more and more important, as in today's business world, speed and complexity increase dramatically, while work environments change constantly. == Examples of Social KM platforms == Elium, a European software application which combines social tagging, bookmarking and networking paradigms to address internal information management purposes. Sciomino was a startup enterprise social network for Social Knowledge Management.