Remote and mobile experimentation: pushing the boundaries of an ubiquitous learning place

Concepts like E-learning and M-learning are changing the traditional learning place. No longer restricted to well-defined physical places, education on Automation and other Engineering areas is entering the so-called ubiquitous learning place, where even the more practical knowledge (acquired at lab classes) is now moving into, due to emergent concepts such as Remote Experimentation or Mobile Experimentation. While Remote Experimentation is traditionally regarded as the remote access to real-world experiments through a simple web browser running on a PC connected to the Internet, Mobile Experimentation may be seen as the access to those same (or others) experiments, through mobile devices, used in M-learning contexts. These two distinct client types (PCs versus mobile devices) pose specific requirements for the remote lab infrastructure, namely the ability to tune the experiment interface according to the characteristics (e.g. display size) of the accessing device. This paper addresses those requirements, namely by proposing a new architecture for the remote lab infrastructure able to accommodate both Remote and Mobile Experimentation scenarios.

An organizational culture approach to performance in information technology micro-firms

This study aims to analyze and compare micro-firms’ organizational culture related to organizational performance. A case study methodology was used based on four firms, competitors among themselves in the Information Technology business, focusing on the years between 2008-2013. Findings pointed out many similarities to larger firms, but some specificities of micro-firms were found and propositions were defined: clan culture predominance is related to best performing micro-firms; the configuration of several culture types seemed to be the most suitable for obtaining good organizational results, provided that they do not focus only on hierarchy and market types of culture; the market culture predominance perception by employees is associated with low job satisfaction; and, after a certain time in business, micro-firms, as do larger companies, seek to standardize and control processes. Recognizing that organizational culture is considered important to firms’ results, this study sheds some light on that important factor for micro-firms.