This paper underlines the concept of the organization of information as a process and attempts to understand how information is organized for storage and retrieval. It examines a similar concept of Knowledge Organization (KO) and argues that though Information organization (IO) is a process much similar in nature to KO, it is different in some other aspect. The paper reinforces the need for considering information organization as a distinct process from that of knowledge organization which is vital for efficient access to (library) information and knowledge.
{"title":"Information Organization Process","authors":"Mousumi Samanta","doi":"10.2139/ssrn.3903795","DOIUrl":"https://doi.org/10.2139/ssrn.3903795","url":null,"abstract":"This paper underlines the concept of the organization of information as a process and attempts to understand how information is organized for storage and retrieval. It examines a similar concept of Knowledge Organization (KO) and argues that though Information organization (IO) is a process much similar in nature to KO, it is different in some other aspect. The paper reinforces the need for considering information organization as a distinct process from that of knowledge organization which is vital for efficient access to (library) information and knowledge.","PeriodicalId":441473,"journal":{"name":"Information Management eJournal","volume":"41 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131291495","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 : 2021-08-02DOI: 10.47992/ijmts.2581.6012.0150
Anjay Kumar Mishra, Neetu Koirala, S. Khadka, Amit Dhungana, Rajat Pokharel, Shangrila Lama, Niraj Adhikari, Shubash Acharya, P. Aithal
Purpose: The main objective of this study is to identify the various origin and causes of variation orders. The study area is limited to Tribhuwan University premises, Kathmandu. The result of this study can be further used to analyze the impacts of those and also to develop prevention measures which further can be beneficial in upcoming projects. Design/Methodology/Approach: Fifty respondents including client, consultant, and contractor and their representatives having experience above two years were questioned for the primary source of data collection. Research works, papers, publications, journals, online information, contract documents, letters, and documents were used for secondary data collection. For ranking the perception based relative importance index of respondents views of causes, five ranking Likert scale have been used. Findings/Result: Respondents have viewed the major cause of variations originated from the client in overall projects are change of plans, impediment in prompt decision making, financial difficulties, changes of scope and poor project objectives with RII 0.80, 0.72, 0.69, 0.64, and 0.63 respectively. Similarly, the causes originated from consultants are change of plans or scope, defects in the bill of quantities, change in design, defect in design, and lack of judgment and experience with RII 0.756, 0.736, 0.712, 0.668, and 0.656 respectively. Major causes having their origin from the contractor are found to be lack of specified and appropriate competent construction manager, lack of involvement in design, lack of judgement and experience, lack of strategic planning, and financial difficulties with RII 0.72, 0.70, 0.66, 0.66, and 0.59 respectively. Another main cause of weather conditions with RII 0.55 and the least is socio-cultural factors having RII 0.43. Originality/Value: It is action research to enhance the performance of Projects by managing Variations. Paper Type: Analytical Policy Research
{"title":"Perception Based Study of Variation Order in Building Construction Projects","authors":"Anjay Kumar Mishra, Neetu Koirala, S. Khadka, Amit Dhungana, Rajat Pokharel, Shangrila Lama, Niraj Adhikari, Shubash Acharya, P. Aithal","doi":"10.47992/ijmts.2581.6012.0150","DOIUrl":"https://doi.org/10.47992/ijmts.2581.6012.0150","url":null,"abstract":"Purpose: The main objective of this study is to identify the various origin and causes of variation orders. The study area is limited to Tribhuwan University premises, Kathmandu. The result of this study can be further used to analyze the impacts of those and also to develop prevention measures which further can be beneficial in upcoming projects.\u0000Design/Methodology/Approach: Fifty respondents including client, consultant, and contractor and their representatives having experience above two years were questioned for the primary source of data collection. Research works, papers, publications, journals, online information, contract documents, letters, and documents were used for secondary data collection. For ranking the perception based relative importance index of respondents views of causes, five ranking Likert scale have been used.\u0000Findings/Result: Respondents have viewed the major cause of variations originated from the client in overall projects are change of plans, impediment in prompt decision making, financial difficulties, changes of scope and poor project objectives with RII 0.80, 0.72, 0.69, 0.64, and 0.63 respectively. Similarly, the causes originated from consultants are change of plans or scope, defects in the bill of quantities, change in design, defect in design, and lack of judgment and experience with RII 0.756, 0.736, 0.712, 0.668, and 0.656 respectively. Major causes having their origin from the contractor are found to be lack of specified and appropriate competent construction manager, lack of involvement in design, lack of judgement and experience, lack of strategic planning, and financial difficulties with RII 0.72, 0.70, 0.66, 0.66, and 0.59 respectively. Another main cause of weather conditions with RII 0.55 and the least is socio-cultural factors having RII 0.43.\u0000Originality/Value: It is action research to enhance the performance of Projects by managing Variations. \u0000Paper Type: Analytical Policy Research","PeriodicalId":441473,"journal":{"name":"Information Management eJournal","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122652164","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}
Animal classification from images obtained by various techniques in forest become an important task to carry out focused distribution and abundance estimation. In the following paper a frame work based on Transfer Learning (TL) in a Convolutional Neural Network is proposed for the construction of an automated animal identification system. The framework is used to analyze & identify focal species in the images. A dataset of 6,203 camera trap images of 11 species including Wild pig, Barking deer, Chital, Elephant, Gaur, Hare, Jackal, Jungle cat, Porcupine, Sambhar, Sloth bear was obtained. Superior performance can be achieved by using Transfer learning in Deep Convolutions Neural Network (DCNN) for species classification. The accuracy achieved by the proposed model on the test dataset is 96% in 18 epochs by using batch-size of 32. This, in turn, can speed up research findings, construct more efficient and reliable animal monitoring systems, and consequently, save the time and effort of the Indian scientists. Therefore, having the potential to make significant impacts in the classification and analysis of camera trap images of the site under observation.
{"title":"An Automated Animal Classification System: A Transfer Learning Approach","authors":"Rochan Sharma, Nitin Pasi, S. Shanu","doi":"10.2139/ssrn.3545100","DOIUrl":"https://doi.org/10.2139/ssrn.3545100","url":null,"abstract":"Animal classification from images obtained by various techniques in forest become an important task to carry out focused distribution and abundance estimation. In the following paper a frame work based on Transfer Learning (TL) in a Convolutional Neural Network is proposed for the construction of an automated animal identification system. The framework is used to analyze & identify focal species in the images. A dataset of 6,203 camera trap images of 11 species including Wild pig, Barking deer, Chital, Elephant, Gaur, Hare, Jackal, Jungle cat, Porcupine, Sambhar, Sloth bear was obtained. Superior performance can be achieved by using Transfer learning in Deep Convolutions Neural Network (DCNN) for species classification. The accuracy achieved by the proposed model on the test dataset is 96% in 18 epochs by using batch-size of 32. This, in turn, can speed up research findings, construct more efficient and reliable animal monitoring systems, and consequently, save the time and effort of the Indian scientists. Therefore, having the potential to make significant impacts in the classification and analysis of camera trap images of the site under observation.","PeriodicalId":441473,"journal":{"name":"Information Management eJournal","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-02-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127183065","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 : 2019-05-01DOI: 10.33166/ACDMHR.2019.01.002
M. Majid, Mohd Zaki Bin Mahmud
The aim of this research is to investigate the impact of knowledge management on organizational performance with the moderating role of transformational and Participative leadership behavior in telecom sector of Punjab, Pakistan. How leaders motivate to their employees and how they enhance the performance of organizations by using their knowledge. Research approach was deductive. Postivism research paradiagm was used to measure the study. Simple random sampling technique was used to collect data from employees as well as managers of telecom sector. Sample size was 280 employees of telecome sector. This research is significant for academically and practically in public and policy making. How an organization can enhance to their performance, effectively when long-term commitment, trust, successful socialization of employees and organizational citizenship behavior take place in the organization.
{"title":"Knowledge Management and its Impact on Organizational Performance: Evidence from Pakistan","authors":"M. Majid, Mohd Zaki Bin Mahmud","doi":"10.33166/ACDMHR.2019.01.002","DOIUrl":"https://doi.org/10.33166/ACDMHR.2019.01.002","url":null,"abstract":"The aim of this research is to investigate the impact of knowledge management on organizational performance with the moderating role of transformational and Participative leadership behavior in telecom sector of Punjab, Pakistan. How leaders motivate to their employees and how they enhance the performance of organizations by using their knowledge. Research approach was deductive. Postivism research paradiagm was used to measure the study. Simple random sampling technique was used to collect data from employees as well as managers of telecom sector. Sample size was 280 employees of telecome sector. This research is significant for academically and practically in public and policy making. How an organization can enhance to their performance, effectively when long-term commitment, trust, successful socialization of employees and organizational citizenship behavior take place in the organization.","PeriodicalId":441473,"journal":{"name":"Information Management eJournal","volume":"28 2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117002666","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}
This article gives a brief introduction about Knowledge Management (KM), its need, definition, components, KM assets, challenges and processes of KM initiative at any .organisation. It also provides narration on how the KM initiative has been adopted at ICICI OneSource, to support the achievement of its Business Process Outsourcing objectives. Both knowledge sharing, as well as re-use, need to be encouraged and recognized at the individual employee level as well as the company level. This is best done by measuring and rewarding knowledge-performance. Sustained strategic commitment and a corporate culture that is conducive to knowledge-performance are vital for success in Knowledge Management. The paper concludes with suggestions for the implication for policy and future practices. > Gunjal., B. (2005). Knowledge Management: Why Do We Need It for Corporates. Malaysian Journal Of Library & Information Science, 10(2), 37-50. Retrieved from https://mjlis.um.edu.my/article/view/8488
{"title":"Knowledge Management: Why Do We Need it for Corporates","authors":"Bhojaraju Gunjal","doi":"10.2139/ssrn.3375572","DOIUrl":"https://doi.org/10.2139/ssrn.3375572","url":null,"abstract":"This article gives a brief introduction about Knowledge Management (KM), its need, definition, components, KM assets, challenges and processes of KM initiative at any .organisation. It also provides narration on how the KM initiative has been adopted at ICICI OneSource, to support the achievement of its Business Process Outsourcing objectives. Both knowledge sharing, as well as re-use, need to be encouraged and recognized at the individual employee level as well as the company level. This is best done by measuring and rewarding knowledge-performance. Sustained strategic commitment and a corporate culture that is conducive to knowledge-performance are vital for success in Knowledge Management. The paper concludes with suggestions for the implication for policy and future practices. > Gunjal., B. (2005). Knowledge Management: Why Do We Need It for Corporates. Malaysian Journal Of Library & Information Science, 10(2), 37-50. Retrieved from https://mjlis.um.edu.my/article/view/8488","PeriodicalId":441473,"journal":{"name":"Information Management eJournal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123286046","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}
This study examines the effects of organizational structure and performance feedback on termination decisions-in particular, product phaseout. Using quarterly product-level data on the major mobile handset manufacturers for the period 2004-2009, we analyze how product-level feedback affects product phaseout and how these decisions are conditioned by organizational structure-the extent to which decision making is centralized. We argue that such structure affects termination in two ways: directly, through coordination, and indirectly, by shaping the interpretation of performance feedback. Our baseline models indicate that as performance increases above aspirations, the rate of phaseout decreases. We find that as performance declines below aspirations, the rate of phaseout decreases, but then increases when the product falls below a certain sales threshold. We also find evidence that centralization amplifies the feedback effect above aspirations but attenuates it below aspirations. This study links two pillars of the Carnegie school, aspiration levels and hierarchy, to explain the complexity of phaseout following perceived success or failure. We thereby augment the growing scholarship on performance feedback by considering some important conditional effects imposed by a centralized structure. Our focus on centralization expands the scope of theory concerning organization design by linking structure and cognition to explain firm behavior, especially termination decisions.
{"title":"Organizational Structure and Performance Feedback: Centralization, Aspirations and Termination Decisions","authors":"J. Joseph, Ronald Klingebiel, A. Wilson","doi":"10.1287/orsc.2016.1076","DOIUrl":"https://doi.org/10.1287/orsc.2016.1076","url":null,"abstract":"This study examines the effects of organizational structure and performance feedback on termination decisions-in particular, product phaseout. Using quarterly product-level data on the major mobile handset manufacturers for the period 2004-2009, we analyze how product-level feedback affects product phaseout and how these decisions are conditioned by organizational structure-the extent to which decision making is centralized. We argue that such structure affects termination in two ways: directly, through coordination, and indirectly, by shaping the interpretation of performance feedback. Our baseline models indicate that as performance increases above aspirations, the rate of phaseout decreases. We find that as performance declines below aspirations, the rate of phaseout decreases, but then increases when the product falls below a certain sales threshold. We also find evidence that centralization amplifies the feedback effect above aspirations but attenuates it below aspirations. This study links two pillars of the Carnegie school, aspiration levels and hierarchy, to explain the complexity of phaseout following perceived success or failure. We thereby augment the growing scholarship on performance feedback by considering some important conditional effects imposed by a centralized structure. Our focus on centralization expands the scope of theory concerning organization design by linking structure and cognition to explain firm behavior, especially termination decisions.","PeriodicalId":441473,"journal":{"name":"Information Management eJournal","volume":"47 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-09-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116735884","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}
MNEs are facing a complex competitive landscape driven greatly by globalization and the technological revolution. The challenge for MNEs is often a multilingual community which involves VT members who use a lingua franca (a shared language) to communicate within multinational enterprise. When VT members use a lingual franca as a foreign language, the challenge of language capability would cause communication barriers, which may hinder the process of knowledge exchange. Meanwhile, when VT members communicate and/or exchange knowledge, the complexity of cultural biases and language foreignness distort communication. This paper incorporates interviews and Instant Message (IM) logs to point out that a common language does not guarantee successful communication. The focus of this paper is the factor of language, which reviews how the use of language would influence communication process to further successful knowledge exchange.
{"title":"Lingua Franca and Communication in MNEs: The Micro-Foundations of Knowledge Exchange","authors":"P. Jackson, C. Y. Chen","doi":"10.2139/ssrn.1374682","DOIUrl":"https://doi.org/10.2139/ssrn.1374682","url":null,"abstract":"MNEs are facing a complex competitive landscape driven greatly by globalization and the technological revolution. The challenge for MNEs is often a multilingual community which involves VT members who use a lingua franca (a shared language) to communicate within multinational enterprise. When VT members use a lingual franca as a foreign language, the challenge of language capability would cause communication barriers, which may hinder the process of knowledge exchange. Meanwhile, when VT members communicate and/or exchange knowledge, the complexity of cultural biases and language foreignness distort communication. This paper incorporates interviews and Instant Message (IM) logs to point out that a common language does not guarantee successful communication. The focus of this paper is the factor of language, which reviews how the use of language would influence communication process to further successful knowledge exchange.","PeriodicalId":441473,"journal":{"name":"Information Management eJournal","volume":"149 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132975538","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}
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