An image retrieval system based on fractal dimension

This paper presents a new kind of image retrieval system which obtains the feature vectors of images by estimating their fractal dimension; and at the same time establishes a tree-structure image database. After preprocessing and feature extracting, a given image is matched with the standard images in the image database using a hierarchical method of image indexing.

Developing a framework for understanding the emotional dimension of organizational culture

Why is it that in some organizations we are able to find and develop our positive selves and in others we are not? Responding to the call from positive organizational scholarship to better understand how to build contexts for human flourishing, in this paper we are concerned how an organization's culture contributes to our thriving, or failing to thrive, at work. We introduce the organizational culture construct and its summary dimensions, noting the absence of an emotional dimension. We show that it is through our interactions with others that organizational culture is developed and maintained, and through which we learn how to manage and interpret the emotions we experience. That is, relationships are central to both culture and emotions. Integrating Josselson's model of our relational needs with Schein's typology of organizational culture, we present a relationally-based framework for an emotional dimension of organizational culture. The paper concludes with a report on a study designed to refine the framework presented and suggests that individuals will thrive in organizations where the cultural norms and values for relating enable a "good enough" fulfillment of our relational needs.

The development of a new construct : the emotional dimension of organizational culture

Qualitative organisational culture studies reveal the emotional side of organisational life. Yet, in a recent review of the quantitative organisational culture survey measures available, 10 summary dimensions were identified intended to be representative of the major dimensional categories in the organisational culture literature, and an emotional dimension was notably absent. The PhD aims to address this gap in the literature by (a) developing a theoretical definition of the newly proposed dimension; and (b) developing and validating an instrument for its measurement. The talk presents the findings of the studies conducted to date and discusses the inherent challenges of bringing the rigours of psychometric development to areas more commonly associated with qualitative research. The theoretical bases for adopting a multidimensional, relational approach that draws on theories within the psychoanalytically oriented and feminist traditions is provided. A strength of this approach is that the research can potentially contribute to explaining the nature of the ties between organisational members that is currently lacking in organisational research.

Australian businesses in China : the political dimension

This paper develops a model about the political factors Australian businesses should consider when entering China, and then empirically examines the issues by interviewing representatives .fi'om 40 companies who have operations in China. The political dimension in this paper comprises the political system, political barriers and risk, relationships with government, Australian government assistance, and Chinese government assistance. We then looked at whether these components of politics influenced entry modes, as stated by our interviewees. We found that political barriers effected entry mode choice, while the remainder of components of politics influenced business implementation and operation.

A new dimension of organizational justice : procedural voice

Dimensionality of the Colquitt justice measures was investigated across a wide range of service occupations. Structural equation modeling of data from 410 survey respondents found support for the 4-factor model of justice (procedural, distributive, interpersonal, and informational), although significant improvement of model fit was obtained by including a new latent variable, “procedural voice,” which taps employees’ desire to express their views and feelings and influence results. The model was confirmed in a second sample (N = 505) in the same organization six months later.