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Masoud Davari, Ph.D., associate professor of Electrical and Computer Engineering in the Allen E. Paulson College of Engineering & Computing, was recognized for his achievements in the field of power electronics control and testing with the IEEE Region 3 Outstanding Engineer Award. He was also granted membership into Eta Kappa Nu (HKN), IEEE’s international honor society. IEEE, the Institute of Electrical and Electronics Engineers, is the world’s largest professional organization for electrical engineers, with its membership numbering over 486,000 in more than 190 countries. Davari has been a member of IEEE since 2008 and a senior member of IEEE’s Region 3 since 2019. The organization’s Region 3 encompasses the southeastern United States and has over 24,000 members. The Outstanding Engineer Award, given annually to one member per region, recognizes those who have advanced knowledge and improved humanity through any of the technical subjects covered by the IEEE societies, councils, and affinity groups. Davari was praised for “outstanding, technical, and professional contributions to synthesizing reinforcement learning optimal controls for power electronic converters, creating robust integration of power electronics considering the impact of cyberattacks on modern grids, and advancing IEEE standards for hardware-in-the-loop testing and education through impactful research and service.” This impactful research and service includes eight years of teaching at Georgia Southern. He currently teaches introductory courses on circuit analysis and power systems fundamentals. He has also served as a chapter lead of the IEEE Working Group (WG) P2004 for testing based on hardware-in-the-loop simulations in the IEEE Standards Association (IEEE SA) and that of the IEEE Power and Energy Society Task Force on innovative teaching methods for modern power and energy systems (TR 120). In addition to being an engaged educator, Davari is also a prolific researcher. He was selected as the finalist for the 2024 Curtis W. McGraw Research Award by the Awards Committee of the American Society for Engineering Education (ASEE); has also been awarded a research fellowship by Gulfstream Aerospace Corporation in 2024; was included in Stanford/Elsevier’s Top 2% Scientist Rankings list; and has received $1.17 million in grants from the National Science Foundation Davari’s work ethic and commitment to bridging the gap between industry and research led Rami Haddad, Ph.D., interim dean of the College of Engineering & Computing, to nominate him. “Dr. Davari’s recognition as the IEEE Region 3 Outstanding Engineer and his induction into IEEE-Eta Kappa Nu (HKN) are truly remarkable honors that reflect his outstanding contributions to electrical and computer engineering,” Haddad said. “Being recognized among more than 24,000 IEEE members across the Southeast is a testament to the impact and excellence of his work. We are proud to have Dr. Davari as a valued member of our college, and we celebrate his achievements as a shining example of the innovation and leadership that define our faculty.” This award marks the first time a Georgia Southern faculty member has received it in its 55-year history. It is a career milestone for Davari, who has published research on advanced technology integration into modern power and energy systems in high-impact-factor IEEE Transactions/Journal venues and has extensively researched the era of grid-edge technologies. “I’m deeply honored by this prestigious award,” Davari said. “Not only does it reaffirm my dedication to my research field, but it also fuels my passion for creating a technologically advanced future. Receiving this IEEE award on behalf of my outstanding team is a privilege. Their relentless commitment and hard work since 2015 have truly made this achievement possible.” Davari’s induction into HKN places him among the best in his field. The membership, which is received through invitation only from HKN’s Board of Governors and is based on the candidate’s record of contributions to the field, demonstrated leadership, and community service. “With a legacy that stretches over a century, IEEE-HKN represents the pinnacle of prestige and tradition in our profession, indicating academic achievements and dedication to research, potential leadership, exemplary character, and a positive attitude. Notably, many of our industry’s most influential leaders initiated their journeys through induction into IEEE-HKN as professional members, so receiving this honor is a privilege.” Davari received his award and was inducted into Eta Kappa Nu (HKN) in March at IEEE Region 3’s SoutheastCon 2025 in Charlotte, North Carolina. If you're interested in learning more and want to book time to talk or interview with Masoud Davari then let us help - simply contact Georgia Southern's Director of Communications Jennifer Wise at jwise@georgiasouthern.edu to arrange an interview today.
Expert Perspective: The Hidden Costs of Cultural Appropriation
In our interconnected world, cultural borrowing is everywhere. But why do some instances earn applause while others provoke outrage? This question is becoming increasingly crucial for business leaders who must carefully navigate cultural boundaries. Take the backlash the Kardashian-Jenner family faced for adopting styles from minority cultures or the controversy over non-Indigenous designers using Native American patterns in fashion. These examples highlight the issue of cultural appropriation, where borrowing elements from another culture without genuine understanding or respect can lead to accusations of exploitation. Abraham Oshotse, an assistant professor of organization and management at Goizueta Business School, along with Assistant Professor of Sociology and Anthropology at Hebrew University Yael Berda and Associate Professor of Organizational Behavior at the Stanford Graduate School of Business Amir Goldberg, explores this in their research on “cultural tariffing.” They shed light on why high-status individuals, such as celebrities or industry leaders, often come under fire when crossing cultural boundaries. The Concept of Cultural Tariffing Oshotse and coauthors define cultural tariffing as “the act of imposing a social cost on cultural boundary crossing. It is levied on high-status actors crossing into low-status culture, in order to mitigate the reproduction of the status inequality.” This notion suggests that the acceptance or rejection of cultural boundary-crossing is influenced by the perceived costs and benefits. Cultural appropriation involves taking elements from a culture that one does not belong to, without permission or authority. For example, when Elvis Presley brought African-American music into the mainstream, it was initially seen as elevating the genre. However, in today’s context, such acts might be criticized as appropriation rather than celebration. This research seeks to analyze people’s modern reactions to different examples of cultural boundary-crossing and which conditions induce cultural tariffing. The Hypotheses The researchers make four hypotheses about participants’ reactions to cultural appropriation: People will disapprove of cultural borrowing if there’s a clear power imbalance, with the borrowing group having more status or privilege than the group they are borrowing from. Cultural borrowing is more likely to be criticized if the person doing it has a higher socioeconomic status within their social group. Cultural borrowing is more likely to be criticized if the person doing it has only a shallow connection to the culture they’re borrowing from. Cultural borrowing is more likely to be criticized if the person doing it benefits more from it than the people from the culture they are borrowing from. Put to the Test Oshotse et al exposed respondents to four scenarios per hypothesis (16 total) with a permissible and a transgressive condition. In the permissible condition, subjects exhibit lower status or socioeconomic standing or a stronger connection to the target culture. Subjects in the transgressive condition exhibit a higher status or socioeconomic standing and less of an authentic connection to the target culture. Insights from the Study Oshotse’s study offers four key insights: Status Matters: Cultural boundary-crossing is more likely to generate disapproval if there’s a clear status difference favoring the adopter. Superficial Connections: The less authentic the adopter’s connection to the target culture, the more likely they are to face backlash. Socioeconomic Influence: Higher socioeconomic status within the adopter’s social group increases the likelihood of disapproval. Value Extraction: The more value the adopter gains relative to the culture they’re borrowing from, the higher the disapproval. These insights are crucial for leaders who want to navigate cultural boundaries successfully, ensuring their actions are seen as respectful and inclusive rather than exploitative. Real-World Implications for Business Leaders Why does this matter for business leaders? Understanding cultural tariffing is crucial when expanding into new markets, launching multicultural campaigns, or even managing diverse teams. The research suggests that crossing cultural boundaries without deep understanding or respect can backfire. That’s especially true when the adopter holds a higher socioeconomic status. Consider the example of a luxury brand adopting traditional African patterns without engaging with the communities behind them. In this case, it risks being seen as exploitative rather than innovative. The consequences aren’t just reputational; they can also impact the brand’s bottom line. This research isn’t just about isolated incidents; it mirrors sweeping societal shifts. Over the past 50 years, Western views have evolved to embrace ethnic diversity and multicultural exchange. But with this newfound appreciation comes a fresh set of challenges. Today’s leaders must navigate cultural interactions with greater care, fully aware of the historical and social contexts that shape perceptions of appropriation. In today’s global and interconnected business landscape, mastering the subtleties of cultural appropriation and tariffing is crucial. Leaders who tread thoughtfully can boost their reputation and success, while those who falter may face serious backlash. By understanding the hidden costs of crossing cultural boundaries, business leaders can cultivate authentic exchanges and steer clear of the pitfalls of appropriation. Abraham Oshotse is an assistant professor of organization & management. He is available speak to media regarding this important topic - simply click on his icon now to arrange an interview today.
Most companies around the world have a leader, whether that title is a President, CEO, or Founder. There’s almost always someone at the very top of a corporate food chain, and from that position down, the company is structured hierarchically, with multiple levels of leadership supervising other employees. It’s a structure with which most people in the working world are familiar, and it dates back as long as one can remember. The word itself—leader—dates back to as far as the 12th Century and is derived from the Old English word “laedere,” or one who leads. But in 2001, a group of software engineers developed the Agile Workflow Methodology, a project development process that puts a priority on egalitarian teamwork and individual independence in searching for solutions. A number of businesses are trying to embrace a flatter internal structure, like the agile workflow. But is it necessarily the best way to develop business processes? That’s the question posed by researchers, including Goizueta Business School’s Özgecan Koçak, associate professor of organization and management, and fellow researchers Daniel A. Levinthal and Phanish Puranam in their recently published paper on organizational hierarchies. “Realistically, we don’t see a lot of non-hierarchical organizations,” says Koçak. “But there is actually a big push to have less hierarchy in organizations.” Part of it is due to the demotivating effects of working in authoritarian workplaces. People don’t necessarily like to have a boss. We place value in being more egalitarian, more participatory. Özgecan Koçak, Associate Professor of Organization & Management “So there is some push to try and design organizations with flatter hierarchies. That is specifically so in the context of knowledge-based work, and especially in the context of discovery and search.” Decoding Organizational Dynamics While the idea of an egalitarian workplace is attractive to many people, Koçak and her colleagues wanted to know if, or when, hierarchies were actually beneficial to the health of organizations. They developed a computational agent-based model, or simulation, to explore the relationships between structures of influence and organizational adaptation. The groups in the simulation mimicked real business team structures and consisted of two types of teams. In the first type, one agent had influence over the beliefs of rest of the team. For the second type, no one individual had any influence over the beliefs of the team. The hierarchical team vs. the flat structured team. “When you do simulations, you want to make sure that your findings are robust to those kinds of things like the scale of the group, or the how fast the agents are learning and so forth,” says Koçak. What’s innovative about this particular simulation is that all the agents are learning from their environment. They are learning through trial and error. They are trying out different alternatives and finding out their value. Özgecan Koçak Koçak is very clear that the hierarchies in the simulation are not exactly like hierarchies in a business organization. Every agent was purposefully made to be the same without any difference in wisdom or knowledge. “It’s really nothing like the kinds of hierarchies you would see in organizations where there is somebody who has a corner office, or somebody who is has a management title, or somebody’s making more than the others. In the simulation, it’s nothing to do with those distributional aspects or control, and nobody has the ability to control what others do in (the simulation). All control comes through influence of beliefs.” Speed vs. Optimal Solutions What they found in the simulation was that while both teams solved the same problems presented to them, they achieved different results at different speeds. We find that hierarchical teams don’t necessarily find the best solution, but they find the good enough solution in the shorter term. So if you are looking at the really long term, crowds do better. The crowds where individuals are all learning separately, they find the best solution in the long run, even though they are not learning from each other. Özgecan Koçak Özgecan Koçak (pronounced as ohz-gay-john ko-chuck) is associate professor of Organization & Management at Emory University’s Goizueta Business School. She holds a Ph.D. in organizational behavior from the Graduate School of Business at Stanford University. For example, teams of scientists looking for cures or innovative treatments for diseases work best with a flat structure. Each individual works on their own timeline, with their own search methodologies. The team only comes together for status updates or to discuss their projects without necessarily getting influence or direction from colleagues. The long-term success of the result is more important in some cases than the speed at which they arrive to their conclusion. That won’t work for an organization that answers to a board of directors or shareholders. Such parties want to see rapid results that will quickly impact the bottom line of the company. This is why the agile methodology is not beneficial to large-scale corporations. Koçak says, “When you try to think about an entire organization, not just teams, it gets more complicated. If you have many people in an organization, you can’t have everybody just be on the same team. And then you have to worry about how to coordinate the efforts of multiple teams. That’s the big question for scaling up agile. We know that the agile methodology works pretty well at the team level. However, when firms try to scale it up applied to the entire organization, then you have more coordination problems. Özgecan Koçak “You need some way to coordinate the efforts with multiple teams.” The Catch: Compensation Makes a Difference The simulation did not take into account one of the biggest parts of a corporate hierarchical structure—incentives and reward. The teams in the simulation received no monetary compensation for their leadership or influence. That is not something that happens in real life. Koçak says, “If you built up an organization with just influence, you just say we’re not going to have any authority, and we’re not going to give anybody the right to control anybody else’s actions. If we’re not going to be rewarding anyone more than the other, there’s not going to be any marks of status, etc. We’re just going to have some people influence others more. I would guess that would automatically lead to a prestige hierarchy right away. The person with more influence, you would start respecting more.” It’s almost like we’re incapable of working in a flat society, because somebody always wants to be or naturally becomes a leader and an influencer whether they planned on it or not. Özgecan Koçak The paper concludes that both methodologies, with either hierarchical and flat organization of teams, reach their goals. They just arrive at different times with different end results. If an organization has the luxury of time and money, a flat, agile methodology organization might be the right structure for that company. However, even agile workflow needs some coordination, according to Koçak. “There are also some search tasks that require coordination. You can’t always be searching on your own independently of others. There are some situations in which search needs to be done in a coordinated fashion by more than one person in teams. That’s because many of the knowledge-based settings where we do discovery require some division of labor, some specialization by expertise.” Communication is Key The key to any successful workflow, whether it be agile or hierarchical, is coordination and communication. Looking back to the example of scientific researchers, Koçak said, “You have scientific teams working independently of one another without a common boss dictating what they do research on or how they do it. Instead, they explore and experiment on their own. They write up their results, share their results, and learn from each other, because they are in the long-term game. The goal is to find the truth, however long it takes. “But when you look closely at a scientific team where everybody’s exploring, there is still some need for coordination. A lot of that happens through communication, and a lot of times projects will have a lead. Not necessarily somebody who knows better than the others, but somebody who’s going to help with coordination.” The leaner, flatter organizational structures in businesses might be gaining popularity. This simulation done by Koçak and colleagues, however, shows that it isn’t a perfect fit for every company, Further, some form of hierarchical workflow is necessary to maintain communication and coordination. Hierarchical structures don’t always find the best solution to a problem, but it’s almost always a good solution in a timelier fashion. Looking to know more? Özgecan Koçak is associate professor of Organization & Management at Emory University’s Goizueta Business School. She is available to speak with media about this topic - simply click on her icon now to arrange an interview today.
The Hidden Power of Invisible Experts
In a fast-moving landscape shaped by AI, hybrid work, and constant information shifts, organizations can’t afford to overlook their own expertise. Yet many still do — because the most valuable voices are often hiding in plain sight. We call them "invisible experts". These aren’t just the well-known thought leaders or executives quoted in media. They’re the researchers, engineers, clinicians, analysts, and project leads quietly shaping strategy, driving innovation, and influencing outcomes every day. They have deep knowledge, practical insight, and the credibility to build trust — but they’re often left out of the spotlight. And that’s a problem. --- The Expertise Gap Many organizations, both corporate and institutional struggle to define what makes someone an “expert”. Without a clear framework, expertise is often equated with job title, seniority, or public visibility. But in reality, expertise is multidimensional. It includes formal education, yes — but also lived experience, community influence, original research, and the ability to explain complex ideas clearly. If your organization wants to stay competitive, earn media attention, attract speaking engagements, partnerships, or influence your industry, you need a deeper bench of visible expertise. And it starts by identifying who your real experts are — not just the obvious ones. --- 7 Dimensions of Expertise Here are seven ways to think about expertise beyond the traditional credentials: Authority – Known as a go-to source in their domain. Advocate – Actively supports and elevates their professional community. Educator – Shares knowledge through teaching, speaking, or mentoring. Author – Publishes original insights or thought leadership content. Researcher – Contributes new data, analysis, or findings in their field. Practitioner – Applies knowledge in real-world contexts daily. Graduate – Has academic or technical training in a focus area. Not every expert is made for the stage or the media spotlight — and that’s okay. Some are best behind the scenes, helping create compelling content, briefing spokespeople, or surfacing insights from the field. Your job is to recognize the different ways people can contribute and make that part of your strategy. --- Visibility ≠ Seniority In the era of LinkedIn, personal branding, and AI-powered content, professional visibility is no longer tied to hierarchy. A mid-career professional, with a sharp take on current events might be more discoverable — and more in demand — than a long-tenured exec with little digital presence. That’s why organizations need to shift from thinking about expertise as a ladder, to thinking of it as an ecosystem. Not every expert wants to build a personal brand, but many are ready to contribute — if they’re supported and recognized. Here’s the truth: If you don’t tell your story, someone else will. And if you don’t help your experts show up in the right places — search engines, newsrooms, speaker directories, donor meetings — opportunities will go elsewhere. --- Give Your Experts a Digital Home Even after you've identified your internal experts, the next question is: Where do they live online? Too many organizations treat expert content like an afterthought — scattered across bio pages, outdated PDFs, or buried in press releases. To unlock the real value of your expertise, you need to give it a proper home. That means: Expert Profiles that showcase credentials, insights, and media-friendly info Expert Posts that surface their latest research, commentary, and thought leadership Searchable Directories that help media, partners, and the public find the right voice fast Inquiry Management tools that streamline incoming requests and drive results A centralized platform makes it easier for both internal teams and external audiences to discover, engage, and activate your expertise — whether it’s for media interviews, event invitations, donor conversations, or strategic partnerships. Without it, you're leaving visibility and value on the table. --- Is Your Organization Ready? Expertise is one of your most valuable and underutilized assets — but turning it into impact requires more than a list of names. You need to take stock of your internal bench strength, identify the experts who are ready to lead, and invest in the systems that make their voices heard. Start by asking: Who in our organization has untapped insight? Who’s already engaging audiences but flying under the radar? What tools, platforms, and support can we provide to amplify them? Recognizing your invisible experts is just the first step. Giving them a digital home and helping them engage with the right audiences — that’s how you turn knowledge into opportunity. Learn more about how ExpertFile helps organization's shine the light in these Invisible Experts.
How to create an engaging online presence for your experts at scale.
Tasked with creating or expanding how you promote your organization's experts? Delivering an engaging online presence is vital, yet scaling from a handful of experts to hundreds takes planning. While interesting content, modern layouts, and intuitive navigation are essential, the real test lies in managing and presenting the extensive knowledge each expert brings. What works for a few can become a complex, time-consuming, and costly endeavor as you attempt to scale to dozens or hundreds of experts and their content, leading to an underwhelming user experience and missed opportunities. These challenges are magnified as small marketing and digital teams face greater demands such as: How do I create and maintain up-to-date content for all my experts? How can I efficiently roll out this content across my website, beyond just the About Us/Team or Newsroom sections? How can I best facilitate audience interaction with my content, leading to valuable opportunities for both my experts and my organization? And perhaps most importantly… How can I minimize the use of marketing and digital resources, as well as costs, in building and maintaining all this content? Addressing these challenges requires a plan. The following highlights 4 areas to focus on when scaling your expert content to ensure an engaging user experience for your audience. 1. Create versatile content that’s engaging, timely, and relevant. The foundational importance of the quality and versatility of your expert content in designing an optimal user experience cannot be overstated. According to a recent report from the Content Marketing Institute, the majority 52% of B2B marketers plan to increase their marketing spend in 2025 on “thought leadership content”. This underscores the necessity of making relevant, high-quality expert content the backbone of delivering engaging and intuitive interactions with your visitors. Without this focus on content, it doesn’t matter how visually appealing your layouts are or how well structured your navigation, it won’t meet the needs of your audience. Expertly crafted content builds trust and credibility, as users perceive well-organized, comprehensive and authoritative information as a sign of a reputable organization with interesting and credible experts. "Content precedes design. Design in the absence of content is not design, it’s decoration". Jeffrey Zeldman - Renowned designer, author & speaker on web design. Ultimately, the integration of high-quality, versatile content into UX design is essential for creating meaningful and effective digital experiences that meet and exceed your visitor’s expectations. Keys to Scaling Share the Workload: Make content creation and management easier by using a purpose-built system that streamlines content creation and updates, vs custom designed page or need to provide access to the core CMS. Ensure the system allows multiple team members, including the experts themselves, to easily access and manage their content, making the process quick and efficient. Repurpose Existing Content Assets: According to the Content Marketing Institute, the failure to utilize pre-existing content is significant challenge (37%) impacting marketers' ability to scale. Leverage existing content assets, such as blog copy & imagery, and previously created videos, to enhance your expert content. This approach allows you to enrich your content without the need for expensive production, making the most of the resources you already have. Leverage Your Content Elements Together or Individually: Each content element should enable visitors to explore deeper insights from experts. Linking profiles to embedded videos and insightful posts or showcasing other experts within your organization can offer new and diverse perspectives. This approach enhances user engagement and provides a richer, more interactive experience. 2. Start with a home base, then grow your footprint. Creating a home base for your expert content, such as an "Expert Center" or "Speakers Bureau," within your website's newsroom or media section, or enhancing your "About Us" pages, can significantly elevate your organization's profile and improve user experience. This hub could also be tailored to highlight specific areas like "Research Expertise," depending on your primary audience—be it media, event organizers, or prospective clients. Establishing this destination for your expertise using a flexible integration option, not only provides a focal point for your owned content but also lays the groundwork for expanding your reach across your website. By categorizing and featuring your expert content strategically, you can engage a broader audience across various sections of your site. "Your website’s content should act as a doorway. Land new visitors with compelling stories, then expand their engagement by guiding them to explore more relevant content tailored to their interests." Ann Handley, Chief Content Officer, MarketingProfs Keys to Scaling Establish & State Clear Objectives - Ensure you prominently state the goals of your initiative—whether it’s combating fake news, serving the community, or showcasing your organization's breadth of expertise. Clearly outline the types of inquiries you’re seeking to attract. This transparency not only sets expectations but also aligns visitors with your mission, fostering trust and engagement. Invest in Fresh Content - To keep your expert content hub dynamic and engaging, continually invest in new content. Regularly feature new experts and insights to encourage visitors to bookmark and frequently visit your site. Implementing a centralized, multi-access platform for content updates will streamline this process, making it scalable and sustainable. Link to Related Content - Utilize your expert content hub as a gateway to other areas of your website. Create links to related content, such as research initiatives, to help visitors explore and engage with your broader expertise. This not only enhances the user experience but also maximizes the value and reach of your content across your site. 3. Always be thinking about Discoverability Creating expert content—from compelling profiles to thought leadership—is only valuable if it’s easy to find. If visitors can’t quickly locate the expertise they need, frustration sets in and user experience suffers. To make expert content truly effective, it must be optimized for search engines, clearly organized, and internally linked. This is especially important for audiences like media, event organizers, and potential clients who rely on quick access to credible information. Prominently featuring and properly tagging expert content boosts visibility, builds authority, and drives meaningful engagement. Keys to Scaling Homepage/Top-Level Navigation: Don’t rely solely on a menu option or link buried in a subsection like your Newsroom. Featuring menu items, graphics, and other call-outs on your homepage and main section pages will increase interaction and inquiries. Leverage Distribution Networks: Drive traffic to your expert content by promoting your experts and their insights on platforms like LinkedIn, Twitter, and expert-specific search engines like expertfile.com or mobile expert directory apps. Add Free-Form Google-Like Search: Provide visitors with a free-form search experience that encompasses all elements of your expert content, rather than just a series of tags, titles, and names. Ensure All Metadata is Available: Let Google do the heavy lifting by ensuring you have properly structured metadata and schema data for each piece of expert content. While most digital teams remember standard title and description metadata, powerful schema data that helps Google understand the context and authority of the content is often overlooked. Add Links to Common Recurring Communications: Leverage all your communication channels, including adding links to your About Us section in press releases and individual experts’ email footers. 4. Plan for your Success It is important to plan for the success of your Expertise Marketing program. A successful program will not only deliver valuable opportunities, helping drive reputation and revenue, but can also place increased demands on your marketing and digital teams, as well as your experts themselves. Your success will likely inspire interest from other experts or departments for inclusion in your program, necessitating tools and defined processes for efficient onboarding of new experts and integrations across your website. Equally important is managing the influx of inquiries from key audiences such as the media, event organizers, and prospective clients in a way that provides a seamless user experience and encourages repeat engagement. Addressing these challenges with a strategic approach will lay a solid foundation for a robust and scalable expertise marketing initiative. Keys to Scaling Inquiry Workflow: Putting a general email or phone # as a contact does not scale. Implementing an efficient inquiry workflow is essential for the success of your expertise marketing. This process starts by ensuring that inquiries from key audiences—such as media, event organizers, and potential clients—are promptly and accurately directed to the appropriate experts within your organization. An automated system can streamline this process by categorizing inquiries based on specific topics and routing them to the relevant experts, even filtering out unnecessary or harmful inquiries. This approach not only saves time but also ensures swift and professional responses, enhancing your organization's reputation and effectiveness. Capture and Act on Analytics: Continually monitoring your analytics is crucial for refining your content strategy. By analyzing which types of content and which experts resonate most with your audience, you can better plan future content creation and decide who to feature prominently. This data-driven approach allows you to tailor your expertise marketing efforts more effectively, ensuring that you consistently engage your audience and meet their needs. Share Your Success - By sharing your experts' achievements both within and outside your organization, you create a culture of recognition and aspiration. This not only encourages additional departments and experts to join your program but also enhances the overall value of your expert center. Expanding your program to include more experts and additional expert content transforms your website into a valuable destination for key audiences such as media, event organizers, and potential clients. Effective dissemination of success stories amplifies your reach, reinforces your organization’s credibility, and drives sustained engagement and growth. Successfully scaling your Expertise Marketing program while maintaining an optimal user experience presents unique challenges. It requires producing versatile, high-quality content that is consistently engaging and relevant. Establishing a centralized home base for this content, such as an "Expert Center," helps streamline navigation and enhance user interaction. Improving discoverability through effective SEO and internal linking ensures that your expert content is easily accessible to key audiences like media and event organizers. Finally, meticulous planning for content updates and inquiry workflows is essential to manage resources efficiently and sustain growth. By addressing these areas strategically, you can build a robust and scalable Expertise Marketing initiative that drives engagement and reinforces your organization's reputation. About ExpertFile ExpertFile is changing the way organizations tap into the power of their experts to drive valuable inquiries, accelerate revenue growth, and enhance their brand reputation. Used by leading corporate, higher education and healthcare clients worldwide, our award-winning platform helps teams structure, manage and promote their expert content while our search engine features experts on over 50,000+ topics. Download our "Guide to Expertise Marketing", book a demo and more here.
ChristianaCare Hospitals Earn Top Patient Safety Rating From Leapfrog Group
ChristianaCare’s Christiana Hospital, Union Hospital and Wilmington Hospital have each received an ‘A’ grade in the Spring 2025 Leapfrog Hospital Safety Grade, a national distinction that recognizes ChristianaCare’s achievements in protecting patients from harm and providing safe health care. “At ChristianaCare, patient safety is our highest priority and an essential part of our mission of service to the community,” said Kert Anzilotti, M.D., MBA, system chief medical officer and president of the Medical Group of ChristianaCare. “We are incredibly proud of this achievement. “This ‘A’ grade is not just a letter; it’s a testament to the hard work and passion of our caregivers, who strive every day to ensure our patients receive the highest quality care and feel safe throughout their journey with us.” The Leapfrog Group assigns an ‘A,’ ‘B,’ ‘C,’ ‘D’ or ‘F’ grade to hospitals across the country based on over 30 performance measures reflecting the prevention of errors, accidents, injuries and infections. This Leapfrog recognition comes on the heels of multiple other recent quality and safety awards that ChristianaCare has received, including: • ChristianaCare was recognized as one of the best hospitals in the nation by Money in its 2025 hospital rankings, making it the only hospital in Delaware to achieve this distinction. • ChristianaCare is ranked by Newsweek among the World’s Best Hospitals and rated by U.S. News & World Report as the No. 1 hospital in Delaware. • ChristianaCare earned the Beacon Award for Excellence from the American Association of Critical-Care Nurses (AACN) for three of its intensive care units: the Medical Intensive Care Unit (MICU), the Surgical Critical Care Complex (SCCC), and the Transitional Surgical Unit (TSU) at Christiana Hospital in Newark, Delaware. • ChristianaCare is the only four-time Magnet-designated health care organization in Delaware, recognized for continued dedication to excellence and innovation, high-quality patient care and experience, nurse engagement and work culture.
5 Reasons Why Experts Should Drive Your Content Marketing Strategy
It’s a fact: buyers today don’t want to be prospected, demoed, or closed. Whether it’s a procurement officer on the other end of the phone, a prospect reviewing a product online, or a journalist assessing the credibility of a potential spokesperson, “buyers” today expect a more authentic, reliable and practical experience when getting to know an organization, product or service. That’s why understanding how your expertise fits into the buyer’s journey to attract attention, drive interactions and earn trust is becoming critical to success. For marketers today the purchase process has increased in complexity. Today, audiences advance through a process known as the buyer’s journey” – the research and decision-making process that customers go through which progresses from awareness to evaluation and ultimately purchase. The Shift to Expertise Marketing In the early days of marketing and sales, organizations practiced a features oriented “buy what I have” approach; however, these traditional product-oriented marketing approaches are failing to yield the benefits they once did. Audiences have become far more sophisticated. Research clearly shows that expert content is setting the bar for relevance, credibility and attractiveness for every stage of the buyer journey. Here’s 5 major trends you need to know plus some helpful tips to help you deal with this reality. #1 – Buyers Have Shifted into Self-Serve Mode When Researching Purchases Approximately 67% of the buyer’s journey is complete prior to contacting a vendor (Source: Sirius Decisions) The research continues to show that many buyers would sooner help themselves to content rather than speak to a salesperson, especially in the early stage of the buyer journey. Audiences are increasingly venturing online to doing more of their own research to validate the buying decision. And they are digging deeper into content and are looking to see the people you have on board to support their decision-making. Tip: Remember that people buy from people. Think about how you can create a more human user experience by giving your experts and their content more profile on your website to drive engagement and build trust. It’s time to go beyond simple headshots and biographies to develop a richer amount of supporting information that feeds your website and search engines. #2- The Buyer Journey is More Collaborative & Non-Linear Than Ever Its clear that the traditional linear sales funnel has disappeared. In B2B markets, buyers now engage with an average of 11.4 pieces of content prior to making a purchase (Source: Forrester Research). They are now more likely to bounce around in a variety of sites. Tip: Evaluate the touchpoints you provide with expert content across your websites and how they interact at various buyer stages, from initial search to content to the connection process. In the end are you making it easy for buyers to engage with the content your experts have to offer? #3 – Experts are a Top Source of Influence in Purchase Behavior Research by the Information Technology Sales and Marketing Association (ITSMA) has consistently ranked subject-matter experts as a top source of information influencing purchase behavior in B2B, higher consideration purchases. In this new model, buyers validate the purchase decision by seeking out reliable information from trusted sources. Decisions such as what lawyer to choose; what IT platform to invest in or where to study for graduate school can be very positively influenced by expert content. Tip: Ensure you have engaging expert content available online to support buyers across all stages of the buyer journey. Remember they may be looking for additional validation as well as education. #4 – The Buying Process is More Inclusive than Ever with Multiple Personas Playing a Part In addition to consulting industry peers on social media channels, buyers work with colleagues inside their organizations when making purchase decisions. Marketers and salespeople cannot be content with focusing on key decision makers. If you aren’t known company-wide this will present challenges. Tip: Marketers must reach the broader buying group in an organization, which means making larger amounts of expert content with messages targeted to specific personas. Weaving experts into the discussion and engaging more departments within a buyer’s organization will help wield influence on the final buying decision. #5 – Feeding the Search Engines The Right Content Matters More Than Ever According to a Google/Millward Brown study, 71% of business purchases begin with a non-branded search. These generic queries, are from people looking for product first, not for a specific brand or organization name. Huge improvements in organic search rank are possible once when your content is optimized to support the customer at all phases of the buyer journey. Expert content, in the form of articles, infographics, or videos, not only strengthens the trust relationship with your buyer, but also reinforces your value and expertise with search engines. you pay a little more attention to the information structure on your website and add assets such as multimedia content to expert profiles. Search engines continue to reward well developed expert content that has personal attribution with higher trust and authority rankings as it views this content as more relevant. Tip: Start with some tests using Google and Bing to assess how your experts are surfacing on key topics. Also do some searches on the names of your experts to see what position they surface at organically. Where possible add videos, photos, audio, books and social content that you can add to their profiles. Also ensure that the information is properly tagged to allow search engines to properly index this content. About ExpertFile ExpertFile is changing the way organizations tap into the power of their experts to drive valuable inquiries, accelerate revenue growth, and enhance their brand reputation. Used by leading corporate, higher education and healthcare clients worldwide, our award-winning platform helps teams structure, manage and promote their expert content while our search engine features experts on over 50,000+ topics. Learn more at: www.expertfile.com/getstarted.
Florida Tech Welcomes Visiting Australian Scholar to Aid in Antifouling Research
Florida Tech’s Center for Corrosion and Biofouling Control is welcoming a new teammate for the semester. Tamar Jamieson, a postdoctoral researcher hailing from Australia’s Flinders University, is in Melbourne, Fla. to collaborate on biofouling research with assistant professor of marine sciences Kelli Hunsucker and professor of oceanography and ocean engineering Geoffrey Swain. Biofouling is the growth of a bacterial film or larger marine life, such as barnacles, after an object’s surface is submerged in water. It can inhibit a ship’s functionality by creating drag and slowing it down, which forces the vessel to use more fuel and emit more greenhouse gases. Over the course of the semester, Jamieson will help Hunsucker’s team develop a collaborative experiment to test antifouling techniques, combining Jamieson’s expertise with that of the lab. “I’m excited to have someone here who has this kind of wealth of knowledge in her field,” Hunsucker said. “She’ll be able to use her knowledge to help move our research forward and then kind of in return, use our knowledge to help move hers forward.” The Center for Corrosion and Biofouling Control aims to understand and improve corrosion and biofouling control systems. Part of Hunsucker’s research involves evaluating materials that can protect surfaces, such as a ship’s hull, from unwanted growth. She is currently working with the U.S. Navy to see how antifouling techniques perform under different conditions. Jamieson’s research through Flinders’s ARC Training Centre for Biofilm Research & Innovation focuses on the small-scale microorganisms that make up biofilm. She also studies the genetic makeup of microbial communities, which Hunsucker wants to add to her own research. Jamieson is especially interested in learning how antifouling materials interact with local waters. Florida’s seascape is warmer than Australia’s, so fouling grows quicker here than it does there. She also wants to see how American antifouling materials vary from those used in Australia and collaborate on a versatile solution that can withstand a variety of conditions. “Materials that work well here will probably not work in other environments,” Jamieson said. “Seeing how to develop materials for all three environments will be an interesting pathway forward.” Hunsucker hopes this exchange will lead to even more collaboration with Flinders University. “The program that she’s involved with opens the door for collaborative efforts for us to maybe go to Australia in the future,” Hunsucker said. “Her colleagues can also similarly come back and work with us.” Jamieson’s scholarship is funded by the American Australian Association, a New York-based non-profit organization dedicated to deepening and strengthening ties between the United States and Australia. The South Australia Defense, Space and Cyber Scholarship funds scholars from the U.S. and South Australia undertaking Ph.D. or post-doctoral research in those fields. Kelli Hunsucker and Geoffrey Swain are available to speak with media. Contact Adam Lowenstein, Director of Media Communications at Florida Institute of Technology at adam@fit.edu to arrange an interview today.
Hundreds of nurses and their colleagues at ChristianaCare gathered in a conference room at Christiana Hospital and listened through a livestream across the organization’s campuses and practices for an announcement they’ve been anticipating for many months. “For your commitment to nursing excellence and quality care, we are thrilled to recognize ChristianaCare with its fourth consecutive Magnet designation,” said David Marshall, JD, DNP, RN, chair of the American Nurses Credentialing Center’s Commission on Magnet Recognition. “This accomplishment is a powerful testament to your dedication to the nurses who practice there, the entire health care team, and — most importantly — the patients you serve.” Shouts erupted, balloons and streamers floated up and, in the happy commotion, there was even a little cowbell. As the only four-time Magnet-designated health care organization in Delaware, ChristianaCare has achieved this global recognition — the highest honor in nursing practice — for continued dedication to excellence and innovation, high-quality patient care and experience, nurse engagement and work culture. “Magnet designation recognizes ChristianaCare nurses are simply the best!” said ChristianaCare President and CEO Janice E. Nevin, M.D., MPH. “A fourth Magnet designation is an incredible achievement and reflects the vital importance and commitment of our nurses as we serve together with love and excellence.” ChristianaCare has more than 3,000 nurses, and they make up the largest segment of ChristianaCare’s workforce. ChristianaCare is the largest nonprofit organization and private employer in the state of Delaware. This most recent designation for ChristianaCare includes Christiana Hospital, Wilmington Hospital, ChristianaCare HomeHealth and Community Care Services, through early 2029. What it means to be Magnet “Our fourth consecutive Magnet designation means that our nurses and all of our caregiver colleagues have upheld the ANCC’s very high standards in patient care since our first recognition in 2010,” said ChristianaCare Chief Nurse Executive Danielle Weber, DNP, RN. “That is a long time to bring your ‘A’ game every day — through 15 years of change, including a pandemic — and to sustain growth in professional practice, innovation and culture. Magnet recognition raises the bar for patient care and inspires every member of our team to achieve excellence every day.” The Magnet Recognition Program — administered by the American Nurses Credentialing Center, the largest and most prominent nurses credentialing organization in the world — identifies health care organizations that provide the very best in nursing care, exceptional nurse engagement and professionalism in nursing practice. The Magnet Recognition Program serves as the gold standard for nursing excellence and provides consumers with the ultimate benchmark for measuring quality of care. The ANCC Magnet Recognition Program® has conferred Magnet status to less than 10% of hospitals and health systems in the United States. There are 621 Magnet-designated health organizations internationally. ChristianaCare was the first in Delaware to achieve Magnet designation, in 2010. For nurses, Magnet Recognition means education and development through every career stage, which leads to greater autonomy at the bedside. For patients, it means the very best care, delivered by nurses who are supported to be the very best that they can be. While Magnet is a nursing-led initiative, the designation reflects the work of caregivers across the organization. Magnet redesignation itself is a rigorous process. Health care organizations must reapply for Magnet status every four years and demonstrate adherence to the Magnet concepts for nursing excellence and engagement and measurable improvements in patient care and quality. The ANCC commended ChristianaCare on these exemplars: Advocacy for and acquisition of organizational resources specific to nurses’ well-being. particularly through the Nursing Integrative Care Program. An innovative strategy to address the shortage of certified registered nurse anesthetists in Delaware through a partnership program between ChristianaCare and Wilmington University to launch the state’s first Nurse Anesthesiology program. Outstanding nursing research engagement and growth of the nursing research enterprise especially through the Nursing Research Fellowship in Robotics and Innovation.
Villanova Professor Sees Costs and Benefits in Corporate and Federal Return-to-Office Mandates
In early February, federal agencies submitted plans in accordance with an executive order to initiate an estimated 1 million government employees’ full-time return to their duty stations. The departments’ actions are among the latest in a series of RTO moves enacted since the start of 2025. Notably, they follow policy changes by corporate giants Amazon, AT&T and JPMorgan, who in January began requiring five days of in-person work for select staffers, with justifications ranging from strengthening culture to improving performance. With more employers expected to require in-office work in the coming months, some predict that 2025 could be the “year of the RTO mandate.” But, given the arguments from those pushing for these policies, it’s worth asking: Are these return-to-office requirements truly justified? Do they actually improve communication, strengthen teams and boost productivity, as supporters claim? According to Kyoung Yong Kim, PhD, whose research focuses on telework, strategic human capital management and employee-organization relationships, the answer is complicated—and highly circumstantial. Dr. Kim says that, by gathering coworkers around the proverbial water cooler, RTO policies can in some cases facilitate dialogue, promote teambuilding and foster organizational success. Yet, in other instances, work-from-home (WFH) arrangements can significantly boost employee morale, efficiency and output. “In a recent paper, my colleague Ijeoma Ugwuanyi [a professor at Hong Kong Metropolitan University] and I examined how social distancing initiatives, which reduce interactions among people, impact working relationships,” says Dr. Kim. “We found that they can actually help improve negative ones, at least in employees’ minds.” Analyzing data collected on 105 working relationships among 43 full-time personnel at a South Korean healthcare company, Dr. Kim and Dr. Ugwuanyi discovered that, when afforded extended WFH privileges, colleagues previously at odds were given the space necessary to reassess their outlooks and improve their dynamics—especially when the individuals involved were viewed as competent and warm. As a result, these repaired relationships generally empowered more effective collaboration in the long run. Additionally, employees with positive in-person relationships maintained a solid rapport even when geographically apart. “These findings are particularly relevant as corporate and government workers increasingly return to their offices,” says Dr. Kim. “Managers need to remember that, according to the research, employees are willing to reset negative relationships they had previously. That said, returning to the office also offers a chance to strengthen relationships and make them more positive, which is crucial since team dynamics are a key determinant of team performance.” Per Dr. Kim, in order to best position themselves for success on the RTO front, organizations need to take a measured, sympathetic approach in facilitating their in-office policies, with an eye toward mitigating negativity. They need to remain cognizant of the logistical and interpersonal challenges that could emerge in the wake of a return, address their employees’ concerns in an attentive manner and foster a “supportive climate characterized by supportive behaviors.” It’s a situation that Dr. Kim says bears parallels—perhaps somewhat counterintuitively—to the mass shift to telework that occurred during the COVID-19 pandemic. As he found in his research on that phenomenon, employees responded best to changes in their working arrangements when organizational leaders and managers took the time to explain and actively discuss the reasoning behind them, especially in mission-driven terms. “Essentially, an important implication of the findings is that, to sustain employees’ positive attitudes and behaviors, it is crucial to frame these moves in a way that highlights how working in the office benefits both employees and the organization,” says Dr. Kim. In turn, RTO-focused organizations should recognize that their words and messages have a very real impact, particularly when scrutinized by workers who may not be happy about resuming their morning commutes. “Amazon, for instance, appears to be taking a thoughtful approach by emphasizing the value of collaboration with colleagues and the enrichment of organizational culture,” says Dr. Kim. “One potential drawback, however, lies in their message about the consequences of non-compliance, specifically that failure to adhere to the in-office policy could jeopardize employees’ chances of promotion. “A more positive framing, emphasizing how such policies support professional growth as well as employees’ well-being, could enhance favorable perceptions and work behaviors.” In the event organizations remain attuned to such situations—taking their employees’ perspectives into account, actively communicating their intentions and presenting clear value propositions—Dr. Kim thinks a year of the RTO mandate could potentially be a less daunting prospect. And maybe, with time, the transition back from Zoom to the boardroom could be a beneficial one.
