Confirmation: Increasing resource availability for transactional workflows

The notion of compensation is widely used in advanced transaction models as means of recovery from a failure. Similar concepts are adopted for providing transaction-like behaviour for long business processes supported by workflows technology. In general, it is not trivial to design compensating tasks for tasks in the context of a workflow. Actually, a task in a workflow process does not have to be compensatable in the sense that the forcibility of reverse operations of the task is not always guaranteed by the application semantics. In addition, the isolation requirement on data resources may make a task difficult to compensate. In this paper, we first look into the requirements that a compensating task has to satisfy. Then we introduce a new concept called confirmation. With the help of confirmation, we are able to modify most non-compensatable tasks so that they become compensatable. This can substantially increase the availability of shared resources and greatly improve backward recovery for workflow applications in case of failures. To effectively incorporate confirmation and compensation into a workflow management environment, a three level bottom-up workflow design method is introduced. The implementation issues of this design are also discussed. (C) 2003 Elsevier Science Inc. All rights reserved.

The moderating role of individual differences in the relation between transformational/transactional leadership perceptions and organizational identification

In this study, we examined the relationship between transformational/transactional leadership perceptions and organizational identification and further explored the moderating role of individual difference variables, such as separateness-connectedness self-schema, and positive and negative affectivity. Data from 502 services employees indicated significant positive effects of transformational and transactional leadership perceptions on organizational identification. Regarding the moderating role of individual differences, our data showed that the positive relationship of transformational leadership and organizational identification was stronger for individuals of low positive affectivity as well as for employees of high negative affectivity. In addition, results indicated that transactional leadership had a stronger positive effect on organizational identification for individuals characterized by a connected self-schema. (c) 2005 Elsevier Inc. All rights reserved.

Boosting the tree augmented naive bayes classifier

The Tree Augmented Naïve Bayes (TAN) classifier relaxes the sweeping independence assumptions of the Naïve Bayes approach by taking account of conditional probabilities. It does this in a limited sense, by incorporating the conditional probability of each attribute given the class and (at most) one other attribute. The method of boosting has previously proven very effective in improving the performance of Naïve Bayes classifiers and in this paper, we investigate its effectiveness on application to the TAN classifier.

The process of sharing social support in cyberspace

Mutual support is an interactional communication process. Taking an interactional approach to support requires group participants be viewed not only as targets and recipients but also as sources and providers of various types of support. An analysis was performed on the interactions of a group listserv and model of online interactional support. The aim was to explore the communication process children follow. The analysis revealed self-disclosure was used in the support group in three distinct ways. Its function for the support recipient is to initiate a transactional relationship with another member for the purpose of attracting social support through the open expression of concerns and frustrations. It is then used by the support provider to demonstrate that coping is possible for the recipient through the reciprocal self-disclosure of similar concerns and situations with which the member has successfully dealt. The third use of self-disclosure was to share reciprocal social companionship relationships.

The impact of leadership and change management strategy on organizational culture and individual acceptance of change during a merger

This article reports a longitudinal study that examined mergers between three large multi-site public-sector organizations. Both qualitative and quantitative methods of analysis are used to examine the effect of leadership and change management strategies on acceptance of cultural change by individuals. Findings indicate that in many cases the change that occurs as a result of a merger is imposed on the leaders themselves, and it is often the pace of change that inhibits the successful re-engineering of the culture. In this respect, the success or otherwise of any merger hinges on individual perceptions about the manner in which the process is handled and the direction in which the culture is moved. Communication and a transparent change process are important, as this will often determine not only how a leader will be regarded, but who will be regarded as a leader. Leaders need to be competent and trained in the process of transforming organizations to ensure that individuals within the organization accept the changes prompted by a merger.

Downregulation of IgE antibody and allergic responses in the lung by epidermal biolistic microparticle delivery

Background: Biolistic injections provide a needle-free delivery of antigen-laden microparticles to the epithelium. The precision of the injection preferentially targets the Langerhans cell network, which, although ideal for vaccination, might not be suitable for the downregulation of immune responses in immunotherapy. Objective: We sought to determine the ability of biolistic injection of antigen into the epithelium of sensitized mice to inhibit IgE antibody and lung inflammatory responses produced by further exposure to antigen. Methods: Mice were sensitized by means of a needle injection of ovalbumin (OVA) in alum and given a series of biolistic injections of OVA or vehicle control, followed by a boost of OVA in alum. Serum IgE and IgG antibodies were measured before and after the boost. The mice were then challenged intranasally, and the infiltration of inflammatory cells was measured by means of bronchoalveolar lavage. Airway reactivity of the challenged mice was measured by examining responses to methacholine with forced oscillatory techniques. Results: Biolistic injection of OVA into the dorsal skin of sensitized mice markedly inhibited IgE and IgG1 antibody responses induced by boosting. IgG2a antibody responses were reduced rather than stimulated. The eosinophilic inflammation in the bronchoalveolar lavage fluid induced by intranasal challenge was also markedly inhibited. Lung hyperreactivity showed an initial increase and then a decrease of responsiveness to methacholine, with elastance returning to the level of unsensitized mice. Biolistic injection into the buccal epithelium was also inhibitory. Conclusions: Biolistic injection of allergen inhibited the boosting of IgE antibody and eosinophilic lung inflammatory responses without inducing TO immunity.

Refining individualized consideration: Distinguishing developmental leadership and supportive leadership

This study explores the theoretical and empirical distinction between developmental leadership and supportive leadership, which are currently encompassed in a single sub dimension of transformational leadership, individualized consideration. Items were selected to assess these constructs, and hypotheses regarding the differential effects of developmental and supportive leadership were proposed. Confirmatory factor analyses provided support for the proposed distinction between developmental and supportive leadership, although these leadership factors were very strongly associated. Structural equation modelling and multi-level modelling results indicated that both developmental leadership and supportive leadership displayed unique relationships with theoretically selected outcome measures. Developmental leadership displayed significantly stronger relationships with job satisfaction, career certainty, affective commitment to the organization and role breadth self-efficacy than did supportive leadership. Results provide initial evidence in support of the discriminant validity of these two types of leadership. Discussion focuses on the need to further examine the construct of developmental leadership.

Are country and culture values interchangeable? A case example using occupational stress and coping

Cross cultural research in occupational stress and coping has produced a wealth of knowledge. Although advances have been made, there are still problems to be solved. One of these problems is the confusion generated in the literature by researchers claiming that nation or country represents cultural values, and the use of the two terms interchangeably. It remains unclear whether this practice is correct. The present article reported on this by using 511 full-time employees from Australia, Singapore and Sri Lanka to study occupational stress and coping. Results revealed that cultural value paradigms (i.e. Individualism–Collectivism) were distributed across the three nations such that over 60% of participants were either high or low in both I–C paradigms. The findings also indicated that the relationship between cultural value paradigm and country impacted on stress and coping differently. The study shows that significant differences exist within countries as well as between countries, such that any attempt to equate ‘culture’ with ‘country’ becomes problematic. Therefore these findings established that country or nation is not the same as culture values and cannot be used interchangeably.