Pub Date : 2020-07-24DOI: 10.20472/iac.2020.054.011
S. Figueiredo, M. Devezas, Neuza Vieira, André Soares
This study aims to examine authentic discourses of eight country leaders, in two different periods of the COVID-19 context, in order to analyze how their authenticity traits and emotional tone might have changed between February and April of 2020 and according to the updated pandemic numbers of each country. Countries and their leaders were selected based on the West and East representation of the North Hemisphere and with no ethnicity concepts attached. The Linguistic Inquiry and Word Count (LIWC 2015, v. 1.6.0. 2019) instrument was administered to establish the segmentation and codification of 16 international discourses. The texts were coded considering the linguistic dimensions and psychological categories. After the dataset of 39 073 words concluded, the correlation was computed to link linguistic samples with low/high emotional properties (and taking into account the linguistic style of the Presidents). For this specific paper, the data focused the emotional tone and the perceptual processes. The word count will not be addressed attending to the lexicon frequency, the grammar organization and syntax properties of the eight languages. The samples revealed psycholinguistic controversy registered in the two sessions of presidential discourses. Results for authenticity have shown that the Presidents from US, UK and France were more authentic, contrary to Russian and Chinese leaders? discourses. The emotional tone was negative (above
本研究旨在研究八个国家领导人在COVID-19背景下的两个不同时期的真实话语，以分析他们的真实性特征和情绪基调在2020年2月至4月期间以及根据每个国家最新的大流行数字可能发生的变化。国家及其领导人是根据北半球的东西方代表选出的，没有任何种族概念。语言查询和单词计数(LIWC 2015, v. 1.6.0)。2019)的工具，以建立16个国际话语的分割和编纂。根据语言维度和心理类别对文本进行编码。在39 073个单词的数据集结束后，计算相关性，将语言样本与低/高情感属性联系起来(并考虑到总统的语言风格)。在这篇论文中，数据集中在情绪基调和感知过程。字数统计将不考虑八种语言的词汇频率、语法组织和句法特性。这些样本揭示了总统两次会议演讲中存在的心理语言学争议。真实性的结果显示，美国、英国和法国的总统更真实，与俄罗斯和中国领导人相反。话语。情绪基调是消极的(见上图)
{"title":"A PSYCHOLINGUISTIC ANALYSIS OF PRESIDENTIAL’ DISCOURSES CONCERNING THE COVID-19 CONTEXT: AUTHENTICITY AND EMOTIONAL TONE","authors":"S. Figueiredo, M. Devezas, Neuza Vieira, André Soares","doi":"10.20472/iac.2020.054.011","DOIUrl":"https://doi.org/10.20472/iac.2020.054.011","url":null,"abstract":"This study aims to examine authentic discourses of eight country leaders, in two different periods of the COVID-19 context, in order to analyze how their authenticity traits and emotional tone might have changed between February and April of 2020 and according to the updated pandemic numbers of each country. Countries and their leaders were selected based on the West and East representation of the North Hemisphere and with no ethnicity concepts attached. The Linguistic Inquiry and Word Count (LIWC 2015, v. 1.6.0. 2019) instrument was administered to establish the segmentation and codification of 16 international discourses. The texts were coded considering the linguistic dimensions and psychological categories. After the dataset of 39 073 words concluded, the correlation was computed to link linguistic samples with low/high emotional properties (and taking into account the linguistic style of the Presidents). For this specific paper, the data focused the emotional tone and the perceptual processes. The word count will not be addressed attending to the lexicon frequency, the grammar organization and syntax properties of the eight languages. The samples revealed psycholinguistic controversy registered in the two sessions of presidential discourses. Results for authenticity have shown that the Presidents from US, UK and France were more authentic, contrary to Russian and Chinese leaders? discourses. The emotional tone was negative (above","PeriodicalId":360141,"journal":{"name":"Proceedings of the 54th International Academic Virtual Conference, Prague","volume":"127 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114594757","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.20472/iac.2020.054.017
Markus Matschi
Digitalization has affected all commercial enterprises. New technologies and approaches are enabling further business development, but also the creation of new business models that are forcing established companies to move forward. Most large companies have now responded to this challenge by creating a new top management position: The Chief Digital Officer (CDO). Currently, more than 2/3 of the 30 largest German listed companies have created a corresponding position. The central task of this position is to implement the digital change in the companies. However, the concrete structure of this position to achieve this task is very heterogeneous. In the literature this fact is taken into account by classifying CDO types such as Accelerator, Marketer, Harmonizer. With regard to the requirements for this position, the scientific community agrees that a strong knowledge of the business model and business processes in particular is necessary - coupled with an understanding of technology. For this reason, a Chief Information Officer (CIO) is not suitable for this position, according to my many scientists, because although there is an understanding of technology, no deep knowledge of the business model is assumed. However, extensive empirical studies have not yet been conducted. In practice, however, the CDO position is currently held by former or active CIOs. Using a cause-effect model and a mixed methods approach, this study aims to clarify the unanswered question of what requirements and conditions a CDO needs in order to be successful, resulting in measurable, positive influence on the company's performance. Hence, this study should close the research gap and resolve the contradiction between existing CIO/CDO theory and CIO/CDO practice.
{"title":"THE INFLUENCE OF THE CDO ON THE COMPANY’S PERFORMANCE WITH SPECIAL CONSIDERATION OF (FORMER) CIOS","authors":"Markus Matschi","doi":"10.20472/iac.2020.054.017","DOIUrl":"https://doi.org/10.20472/iac.2020.054.017","url":null,"abstract":"Digitalization has affected all commercial enterprises. New technologies and approaches are enabling further business development, but also the creation of new business models that are forcing established companies to move forward. Most large companies have now responded to this challenge by creating a new top management position: The Chief Digital Officer (CDO). Currently, more than 2/3 of the 30 largest German listed companies have created a corresponding position. The central task of this position is to implement the digital change in the companies. However, the concrete structure of this position to achieve this task is very heterogeneous. In the literature this fact is taken into account by classifying CDO types such as Accelerator, Marketer, Harmonizer. With regard to the requirements for this position, the scientific community agrees that a strong knowledge of the business model and business processes in particular is necessary - coupled with an understanding of technology. For this reason, a Chief Information Officer (CIO) is not suitable for this position, according to my many scientists, because although there is an understanding of technology, no deep knowledge of the business model is assumed. However, extensive empirical studies have not yet been conducted. In practice, however, the CDO position is currently held by former or active CIOs. Using a cause-effect model and a mixed methods approach, this study aims to clarify the unanswered question of what requirements and conditions a CDO needs in order to be successful, resulting in measurable, positive influence on the company's performance. Hence, this study should close the research gap and resolve the contradiction between existing CIO/CDO theory and CIO/CDO practice.","PeriodicalId":360141,"journal":{"name":"Proceedings of the 54th International Academic Virtual Conference, Prague","volume":"91 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114067252","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.20472/iac.2020.054.019
M. Ponea
The permanent evolution of the operational process is a critical need generated by the increase of the demands of the final customers as well as by the increase of the complexity of the products or services. Analyzing the process and identifying opportunities for improvement, along with the fluidization of these processes, are the essential steps that must be followed by all the companies that wish to obtain operational performance, efficiency and profit. There are countless tools that can be used in this regard and all that needs to be done is to be known and implemented properly.Automation solutions must be clearly based on the overall business strategy of an organization, in order for them to reap maximum benefits. It is about understanding the needs and seeing beyond optimizations and improvements. Mapping all departments and processes in the company is very important in this case. At the same time, the right people must be identified and trained. Employees feel threatened by new technologies, but with the help of well-structured and targeted upskilling programs, they can adapt and learn how to work with artificial intelligence, analyze data, discover and apply on-the-go solutions and take on new roles. Last but not least important, it is the strategy that will make the difference. Companies need to know their own strengths and have an overview of all processes, people and technologies to anticipate change and make decisions accordingly. Digital transformation is neither easy nor cheap, as the figures show, but it is inevitable, and the companies that strategically approach it have greater chances of being leaders in their field.
{"title":"AUTOMATION AND CONTINUOUS IMPROVEMENT OF OPERATIONAL PROCESSES WITHIN A TRADING COMPANY","authors":"M. Ponea","doi":"10.20472/iac.2020.054.019","DOIUrl":"https://doi.org/10.20472/iac.2020.054.019","url":null,"abstract":"The permanent evolution of the operational process is a critical need generated by the increase of the demands of the final customers as well as by the increase of the complexity of the products or services. Analyzing the process and identifying opportunities for improvement, along with the fluidization of these processes, are the essential steps that must be followed by all the companies that wish to obtain operational performance, efficiency and profit. There are countless tools that can be used in this regard and all that needs to be done is to be known and implemented properly.Automation solutions must be clearly based on the overall business strategy of an organization, in order for them to reap maximum benefits. It is about understanding the needs and seeing beyond optimizations and improvements. Mapping all departments and processes in the company is very important in this case. At the same time, the right people must be identified and trained. Employees feel threatened by new technologies, but with the help of well-structured and targeted upskilling programs, they can adapt and learn how to work with artificial intelligence, analyze data, discover and apply on-the-go solutions and take on new roles. Last but not least important, it is the strategy that will make the difference. Companies need to know their own strengths and have an overview of all processes, people and technologies to anticipate change and make decisions accordingly. Digital transformation is neither easy nor cheap, as the figures show, but it is inevitable, and the companies that strategically approach it have greater chances of being leaders in their field.","PeriodicalId":360141,"journal":{"name":"Proceedings of the 54th International Academic Virtual Conference, Prague","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131170348","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.20472/iac.2020.054.016
L. Koloszár, N. Németh
The usage of the terms the ’Fourth Industrial Revolution’ and its predominantly used synonym ‘Industry 4.0’ has curved upwards at a higher rate than the number of underlying interconnected production units. The concept of Industry 4.0 originates from a project on the high-tech strategy of the German government in 2011. This project promoted the computerization of manufacturing and it was a logical suggestion for the long-term competitiveness of the German economy. The fundamentals of an export-oriented economy need system-level development not to be disadvantaged in the global competition. Building all this on the most modern technologies can be defined as a traditional step. The umbrella term ’Industry 4.0’ has outgrown this step and in 2016 it became an independent agenda item of the World Economic Forum. In this study, with the help of a literature review, we examine which factors of this so-called fourth industrial revolution are similar and which factors are different compared to the previous industrial revolutions. Can the characteristics of industrial revolutions be identified? Is the impact complex and does it influence not only the technology but also the society, the politics, etc.? Whether the use of the term is substantiated or is it only an advanced, fashionable buzzer hanging all today’s forward-looking innovations on the same peg?
{"title":"THE CHARACTERISTICS OF THE FOURTH INDUSTRIAL REVOLUTION: BUZZWORD, HYPE OR A RADICAL CHANGE?","authors":"L. Koloszár, N. Németh","doi":"10.20472/iac.2020.054.016","DOIUrl":"https://doi.org/10.20472/iac.2020.054.016","url":null,"abstract":"The usage of the terms the ’Fourth Industrial Revolution’ and its predominantly used synonym ‘Industry 4.0’ has curved upwards at a higher rate than the number of underlying interconnected production units. The concept of Industry 4.0 originates from a project on the high-tech strategy of the German government in 2011. This project promoted the computerization of manufacturing and it was a logical suggestion for the long-term competitiveness of the German economy. The fundamentals of an export-oriented economy need system-level development not to be disadvantaged in the global competition. Building all this on the most modern technologies can be defined as a traditional step. The umbrella term ’Industry 4.0’ has outgrown this step and in 2016 it became an independent agenda item of the World Economic Forum. In this study, with the help of a literature review, we examine which factors of this so-called fourth industrial revolution are similar and which factors are different compared to the previous industrial revolutions. Can the characteristics of industrial revolutions be identified? Is the impact complex and does it influence not only the technology but also the society, the politics, etc.? Whether the use of the term is substantiated or is it only an advanced, fashionable buzzer hanging all today’s forward-looking innovations on the same peg?","PeriodicalId":360141,"journal":{"name":"Proceedings of the 54th International Academic Virtual Conference, Prague","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121772022","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.20472/iac.2020.054.008
K. Chongcharoen
: Today’s globalized world has the direct impact on groups of people with a variety of ethnic groups, genders, and talents and so on which is known as multiculturalism. The educational design is required to meet the needs for changing the educational environment in more holistic ways so as to reach the achievement of the equality of education. Many interesting findings have been derived from much of multicultural education research in Thailand, especially in educational management. Thai school leaders are required to have multicultural leadership and play the crucial roles with the aim to effectively respond to diversity and as a result the achievement of the equality of education for all groups of people in the Thai society.
{"title":"MULTICULTURAL LEADERSHIP AND THE ROLE OF THAI SCHOOL LEADERS","authors":"K. Chongcharoen","doi":"10.20472/iac.2020.054.008","DOIUrl":"https://doi.org/10.20472/iac.2020.054.008","url":null,"abstract":": Today’s globalized world has the direct impact on groups of people with a variety of ethnic groups, genders, and talents and so on which is known as multiculturalism. The educational design is required to meet the needs for changing the educational environment in more holistic ways so as to reach the achievement of the equality of education. Many interesting findings have been derived from much of multicultural education research in Thailand, especially in educational management. Thai school leaders are required to have multicultural leadership and play the crucial roles with the aim to effectively respond to diversity and as a result the achievement of the equality of education for all groups of people in the Thai society.","PeriodicalId":360141,"journal":{"name":"Proceedings of the 54th International Academic Virtual Conference, Prague","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132095651","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.20472/iac.2020.054.018
Choochat Phuangsomjit
: Ban Wang Takian School is a small primary school under Kanchanaburi Primary Education Service Area Office 1 in Thailand. It has 93 students and 5 teachers. It is a school with the problem of having not enough teachers for its classrooms, since it has eight classrooms from Kindergarten II (second year kindergarten) to Prathom Suksa VI (Grade 6) levels. Learning achievement of Prathom Suksa VI students in the 2016 academic year, based on the Ordinary National Educational Test (O-NET) results, of five learning areas before implementing the Educational Network Operating Management System (EdNet-OMS) was at the 41.67 percent of the full score. Later on, the school director initiated the implementation of the Educational Network Operating Management System (EdNet-OMS) that was connected with the Distance Learning Television (DLTV) system of the Distance Education via Satellite Foundation under the Royal Patronage in order to utilize the benefits from DLTV up to its full potential. Then the initiation was complemented by the development of teachers to equip them with the ability and skills for learning management via the information technology system, and the creating of the cooperation network involving the parents and local community. As a result, the O-NET result of Prathom Suksa VI students in the 2017 academic year was increased to be at the 46.71 percent of the full score. The EdNet-OMS system was composed of the following five operational steps: (1) the creation of awareness step; (2) the development of the Educational Network Operating Management System (EdNet-OMS) step; (3) the empowerment step; (4) the monitoring and follow-up of the operation step; and (5) the evaluation step. The most important factor that enabled the operation to achieve success was the factor of the administrator with innovation leadership.
Ban Wang Takian学校是泰国北碧府小学教育服务区第一办事处下的一所小型小学。现有学生93人，教师5人。这所学校的问题是教室没有足够的教师，因为它有8个教室，从幼儿园II(幼儿园二年级)到Prathom Suksa VI(六年级)。2016学年，在实施教育网络运营管理系统(EdNet-OMS)之前，Prathom Suksa VI学生的五个学习领域的学习成绩为满分的41.67%。基于普通国家教育测试(O-NET)成绩。随后，学校校长发起实施教育网运营管理系统(EdNet-OMS)，该系统通过皇家赞助的卫星基金会与远程教育的远程学习电视(DLTV)系统相连，以充分利用DLTV的优势。然后，辅之以发展教师，使他们具备利用资讯科技系统管理学习的能力和技巧，以及建立家长和当地社区的合作网络。因此，2017学年Prathom Suksa六年级学生的O-NET成绩提高到满分的46.71%。EdNet-OMS系统由以下五个操作步骤组成:(1)创建感知步骤;(2)开发教育网络运营管理系统(EdNet-OMS)的步骤;(3)授权步骤;(4)操作步骤的监控与跟踪;(5)评价步骤。使运营取得成功的最重要因素是具有创新领导能力的管理者。
{"title":"IMPROVEMENT OF LEARNING ACHIEVEMENT OF SMALL SCHOOLS IN THAILAND BY EDUCATIONAL NETWORK OPERATING MANAGEMENT SYSTEM (EDNET-OMS): A CASE STUDY OF BAN WANG TAKIAN SCHOOL IN KANCHANABURI PROVINCE","authors":"Choochat Phuangsomjit","doi":"10.20472/iac.2020.054.018","DOIUrl":"https://doi.org/10.20472/iac.2020.054.018","url":null,"abstract":": Ban Wang Takian School is a small primary school under Kanchanaburi Primary Education Service Area Office 1 in Thailand. It has 93 students and 5 teachers. It is a school with the problem of having not enough teachers for its classrooms, since it has eight classrooms from Kindergarten II (second year kindergarten) to Prathom Suksa VI (Grade 6) levels. Learning achievement of Prathom Suksa VI students in the 2016 academic year, based on the Ordinary National Educational Test (O-NET) results, of five learning areas before implementing the Educational Network Operating Management System (EdNet-OMS) was at the 41.67 percent of the full score. Later on, the school director initiated the implementation of the Educational Network Operating Management System (EdNet-OMS) that was connected with the Distance Learning Television (DLTV) system of the Distance Education via Satellite Foundation under the Royal Patronage in order to utilize the benefits from DLTV up to its full potential. Then the initiation was complemented by the development of teachers to equip them with the ability and skills for learning management via the information technology system, and the creating of the cooperation network involving the parents and local community. As a result, the O-NET result of Prathom Suksa VI students in the 2017 academic year was increased to be at the 46.71 percent of the full score. The EdNet-OMS system was composed of the following five operational steps: (1) the creation of awareness step; (2) the development of the Educational Network Operating Management System (EdNet-OMS) step; (3) the empowerment step; (4) the monitoring and follow-up of the operation step; and (5) the evaluation step. The most important factor that enabled the operation to achieve success was the factor of the administrator with innovation leadership.","PeriodicalId":360141,"journal":{"name":"Proceedings of the 54th International Academic Virtual Conference, Prague","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128748480","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.20472/iac.2020.054.025
Ketkanok Urwongse, Sasiton Buathong
The purposes of this research were to study the conditions and problems of mobilizing educational policies toward practice of the school and to study the components of capability for mobilizing educational policies toward practice. Research findings were as follows: (1) regarding the operational conditions of mobilizing educational policies toward practice, it was found that some schools conducted an analysis of the policies while other schools did not do so because they considered that the policies had already been pre-determined for practice; some schools took action to ensure the understanding and acceptance of the policies; most of the schools did not set up any specific working team to be responsible for implementation of the policies, did not evaluate the policies, and did not attempt to create continuity in the implementation; (2) regarding the problems of mobilizing educational policies, it was found that the supervisory work unit issued a lot of policies for the schools to implement without integrating those policies; it also urged the schools to speed up the implementation; on the other hand, the school administrators did not seriously attempt to mobilize the policies, did not analyze the policies, and failed to create the program/project for mobilization of the policies; and (3) the capability for mobilizing educational policies toward practice comprised the following components: the competency for transforming the policy; creating the understanding and acceptance of school personnel; setting up the work structure; resources management; personnel development; monitoring, supervising and evaluation; and creating continuous solidity.
{"title":"CONDITIONS AND PROBLEMS OF MOBILIZING EDUCATIONAL POLICIES TOWARD PRACTICE OF BASIC EDUCATION SCHOOL ADMINISTRATORS","authors":"Ketkanok Urwongse, Sasiton Buathong","doi":"10.20472/iac.2020.054.025","DOIUrl":"https://doi.org/10.20472/iac.2020.054.025","url":null,"abstract":"The purposes of this research were to study the conditions and problems of mobilizing educational policies toward practice of the school and to study the components of capability for mobilizing educational policies toward practice. Research findings were as follows: (1) regarding the operational conditions of mobilizing educational policies toward practice, it was found that some schools conducted an analysis of the policies while other schools did not do so because they considered that the policies had already been pre-determined for practice; some schools took action to ensure the understanding and acceptance of the policies; most of the schools did not set up any specific working team to be responsible for implementation of the policies, did not evaluate the policies, and did not attempt to create continuity in the implementation; (2) regarding the problems of mobilizing educational policies, it was found that the supervisory work unit issued a lot of policies for the schools to implement without integrating those policies; it also urged the schools to speed up the implementation; on the other hand, the school administrators did not seriously attempt to mobilize the policies, did not analyze the policies, and failed to create the program/project for mobilization of the policies; and (3) the capability for mobilizing educational policies toward practice comprised the following components: the competency for transforming the policy; creating the understanding and acceptance of school personnel; setting up the work structure; resources management; personnel development; monitoring, supervising and evaluation; and creating continuous solidity.","PeriodicalId":360141,"journal":{"name":"Proceedings of the 54th International Academic Virtual Conference, Prague","volume":"59 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129703165","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.20472/iac.2020.054.015
Dilsah Busra Kartal
According to Article 187 of the Turkish Civil Code, a married woman must change her surname upon marriage. The article only provides a married woman with the right to bear her own surname before the surname of her husband. This rule is not only in conflict with the Turkish Constitution but also with the international agreements to which Turkey became a party. The Turkish courts have changed their application of Article 187 in the last years. Practically, Article 187 is considered void by the courts but there is no amendment to the article so far. Even though the courts do not apply Article 187, administrative authorities adhere to it. Therefore, a woman who does not wish to bear a family name is forced to file a lawsuit to use this right. Unless Article 187 is amended, the problem cannot be fully solved. There are some amendment proposals but none of them are satisfying.
{"title":"RECENT DEVELOPMENTS IN TURKISH LAW REGARDING THE SURNAME OF A MARRIED WOMAN","authors":"Dilsah Busra Kartal","doi":"10.20472/iac.2020.054.015","DOIUrl":"https://doi.org/10.20472/iac.2020.054.015","url":null,"abstract":"According to Article 187 of the Turkish Civil Code, a married woman must change her surname upon marriage. The article only provides a married woman with the right to bear her own surname before the surname of her husband. This rule is not only in conflict with the Turkish Constitution but also with the international agreements to which Turkey became a party. The Turkish courts have changed their application of Article 187 in the last years. Practically, Article 187 is considered void by the courts but there is no amendment to the article so far. Even though the courts do not apply Article 187, administrative authorities adhere to it. Therefore, a woman who does not wish to bear a family name is forced to file a lawsuit to use this right. Unless Article 187 is amended, the problem cannot be fully solved. There are some amendment proposals but none of them are satisfying.","PeriodicalId":360141,"journal":{"name":"Proceedings of the 54th International Academic Virtual Conference, Prague","volume":"73 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128096775","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.20472/iac.2020.054.024
Károly Szóka
Today's management and production systems are no longer sustainable; let us think of climate change, garbage mountains or even the scarcity of energy resources. Therefore, in the last 10-15 years new (digital) business models have been developed that rely on innovation to increase the efficiency and competence of management. This is collectively called the Fourth Industrial Revolution, which is a combination of technologies and a trend that transforms the different disciplines, the economy, and the industrial functioning. The collaboration and combination of never-seen technologies appeared, web control completely took control of physical limitations and digitalization became an integral part of our daily lives. Industry 4.0 is a great opportunity, but it is also a big task. This focuses on the significant new potentials and opportunities linked to these technological advances. The birthplace of these developments and innovations is often a university, a research institute, or their cooperation. In this study, we will review the importance and role of innovation and Industry 4.0 and briefly present the University of Sopron. Furthermore, the innovation and Industry 4.0 research, which have already been completed and are still under way, their results, and the possibilities for implementation, will be presented.
{"title":"INNOVATION AND THE APPEARANCE OF INDUSTRY 4.0 AT THE UNIVERSITY OF SOPRON","authors":"Károly Szóka","doi":"10.20472/iac.2020.054.024","DOIUrl":"https://doi.org/10.20472/iac.2020.054.024","url":null,"abstract":"Today's management and production systems are no longer sustainable; let us think of climate change, garbage mountains or even the scarcity of energy resources. Therefore, in the last 10-15 years new (digital) business models have been developed that rely on innovation to increase the efficiency and competence of management. This is collectively called the Fourth Industrial Revolution, which is a combination of technologies and a trend that transforms the different disciplines, the economy, and the industrial functioning. The collaboration and combination of never-seen technologies appeared, web control completely took control of physical limitations and digitalization became an integral part of our daily lives. Industry 4.0 is a great opportunity, but it is also a big task. This focuses on the significant new potentials and opportunities linked to these technological advances. The birthplace of these developments and innovations is often a university, a research institute, or their cooperation. In this study, we will review the importance and role of innovation and Industry 4.0 and briefly present the University of Sopron. Furthermore, the innovation and Industry 4.0 research, which have already been completed and are still under way, their results, and the possibilities for implementation, will be presented.","PeriodicalId":360141,"journal":{"name":"Proceedings of the 54th International Academic Virtual Conference, Prague","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131379910","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.20472/iac.2020.054.022
Avram Roxana Loredana, N. Cristina, Buglea Alexandru
The recent socio-economic evolutions generated by the Covid-19 is showing tectonic shifts in every country economic structure, with entire sectors being affected with unprecedented contractions. The economic cost of the pandemic is unprecedented, the most important international financial institutions placing the following recession to World War 2 levels. However, in times of great catastrophes, natural or manmade, there has always been a time of great shifts in the social behavior, determined by the solidarity between society, decision-makers and corporations. Our study is focusing in shifts of the Corporate Social Responsibility and the behavior of corporate management, characterized by temporarily abandoning the path of profit maximization and reorientation towards supporting the community and the decision makers, in the fight against the effects of the pandemic. In addition, our study tries to examine the alteration of social behavior, from an entrepreneurial orientated society, in the pre-pandemic economy, towards a more security driven behavior, in terms of food, job and health security. The social-economic implications of the changes could bring changes in the behavioral economics that seemed impossible only a few months ago.
{"title":"THE NEW PERSPECTIVES OF CORPORATE SOCIAL RESPONSIBILITY IN THE POST-CORONA ECONOMY","authors":"Avram Roxana Loredana, N. Cristina, Buglea Alexandru","doi":"10.20472/iac.2020.054.022","DOIUrl":"https://doi.org/10.20472/iac.2020.054.022","url":null,"abstract":"The recent socio-economic evolutions generated by the Covid-19 is showing tectonic shifts in every country economic structure, with entire sectors being affected with unprecedented contractions. The economic cost of the pandemic is unprecedented, the most important international financial institutions placing the following recession to World War 2 levels. However, in times of great catastrophes, natural or manmade, there has always been a time of great shifts in the social behavior, determined by the solidarity between society, decision-makers and corporations. Our study is focusing in shifts of the Corporate Social Responsibility and the behavior of corporate management, characterized by temporarily abandoning the path of profit maximization and reorientation towards supporting the community and the decision makers, in the fight against the effects of the pandemic. In addition, our study tries to examine the alteration of social behavior, from an entrepreneurial orientated society, in the pre-pandemic economy, towards a more security driven behavior, in terms of food, job and health security. The social-economic implications of the changes could bring changes in the behavioral economics that seemed impossible only a few months ago.","PeriodicalId":360141,"journal":{"name":"Proceedings of the 54th International Academic Virtual Conference, Prague","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123376835","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：