Un modelo de relación entre los programas de innovación abierta y la creación de valor

En un mundo donde el cambio es constante y cada vez más vertiginoso, la innovación es el combustible que utilizan las empresas que permite su renovación constante y, como consecuencia, su supervivencia en el largo plazo. La innovación es sin dudas un elemento fundamental para determinar la capacidad de las empresas en crear valor a lo largo del tiempo, y por ello, las empresas suelen dedicar esfuerzos considerables y recursos de todo tipo para identificar nuevas alternativas de innovación que se adapten a su estrategia, cultura, objetivos y ambiciones corporativas. Una forma específica para llevar a cabo la innovación es la innovación abierta. Esta se entiende como la innovación que se realiza de manera conjunta con otras empresas o participantes del ecosistema. Cabe la aclaración que en este documento se toma la definición de ecosistema referida al conjunto de clientes, proveedores, competidores y otros participantes que interactúan en un mismo entorno donde existen posiciones de liderazgo que pueden cambiar a lo largo del tiempo (Moore 1996). El termino de innovación abierta fue acuñado por Henry Chesbrough hace algo mas de una década para referirse a esta forma particular de organizar la innovación corporativa. Como se observa en el presente trabajo la innovación abierta es un nuevo paradigma que ha capturado el interés académico y empresarial desde algo más de una década. Se verán varios casos de innovación abierta que se están llevando a cabo en diversos países y sectores de la economía. El objetivo principal de este trabajo de investigación es el de desarrollar y explicar un modelo de relación entre la innovación abierta y la creación de valor en las empresas. Para ello, y como objetivos secundarios, se ha investigado los elementos de un Programa de Innovación Abierta, los impulsores 1 de creación de valor, el proceso de creación de valor y, finalmente, la interacción entre estos tres elementos. Como producto final de la investigación se ha desarrollado un marco teórico general para establecer la conexión entre la innovación abierta y la creación de valor que facilita la explicación de la interacción entre ambos elementos. Se observa a partir de los casos de estudio que la innovación abierta puede abarcar todos los sectores de la economía, múltiples geografías y empresas de distintos tamaños (grandes empresas, pequeñas y medianas empresas, incluso empresas de reciente creación) cada una de ellas con distinta relevancia dentro del ecosistema en el que participan. Elementos de un Programa de Innovación Abierta La presente investigación comienza con la enumeración de los distintos elementos que se encuentran presentes en los Programas de Innovación Abierta. De esta manera, se describen los diversos elementos que se han identificado a través de la revisión de la literatura académica que se ha llevado a cabo. En función de una serie de características comunes, los distintos elementos se agrupan en cuatro niveles diferentes para lograr un mejor entendimiento de los Programas de Innovación Abierta. A continuación se detallan estos elementos § Organización del Programa. En primer lugar se menciona la existencia de una estructura organizativa capaz de cumplir una serie de objetivos establecidos previamente. Por su naturaleza de innovación abierta deberá existir cierto grado de interacción entre los distintos miembros que participen en el proceso de innovación. § Talento Interno. El talento interno asociado a los programas de innovación abierta juega un rol fundamental en la ejecución y éxito del programa. Bajo este nivel se asocian elementos como la cultura de innovación abierta y el liderazgo como mecanismo para entender uno de los elementos que explica el grado de adopción de innovación en una empresa. Estrechamente ligados al liderazgo se encuentran los comportamientos organizacionales como elementos diferenciadores para aumentar las posibilidades de creación de innovación abierta. § Infraestructura. En este nivel se agrupan los elementos relacionados con la infraestructura tecnológica necesaria para llevar a cabo el programa incluyendo los procesos productivos y las herramientas necesarias para la gestión cotidiana. § Instrumentos. Por último, se mencionan los instrumentos o vehículos que se utilizan en el entorno corporativo para implementar innovación abierta. Hay varios instrumentos disponibles como las incubadoras corporativas, los acuerdos de licenciamiento o las áreas de capital de riesgo corporativo. Para este último caso se hará una mención especial por el creciente y renovado interés que ha despertado tanto en el entorno académico como empresarial. Se ha identificado al capital de riesgo corporativo como un de los elementos diferenciales en el desarrollo de la estrategia de innovación abierta de las empresas ya que suele aportar credibilidad, capacidad y soporte tecnológico. Estos cuatro elementos, interactuando de manera conjunta y coordinada, tienen la capacidad de crear, potenciar e incluso desarrollar impulsores de creación de valor que impactan en la estrategia y organización de la empresa y partir de aquí en su desempeño financiero a lo largo del tiempo. Los Impulsores de Creación de Valor Luego de identificar, ordenar y describir los distintos elementos presentes en un Programa de Innovación Abierta se ha avanzado en la investigación con los impulsores de creación de valor. Estos pueden definirse como elementos que potencian o determinan la capacidad de crear valor dentro del entorno empresarial. Como se puede observar, se detallan estos impulsores como punto de interacción entre los elementos del programa y el proceso de creación de valor corporativo. A lo largo de la presente investigación se han identificado 6 impulsores de creación de valor presentes en un Programa de Innovación Abierta. § Nuevos Productos y Servicios. El impulsor de creación de valor más directo y evidente en un Programa de Innovación Abierta es la capacidad de crear nuevos productos y servicios dado que se relacionan directamente con el proceso de innovación de la empresa § Acceso a Mercados Adyacentes. El proceso de innovación también puede ser una fuente de valor al permitir que la empresa acceda a mercados cercanos a su negocio tradicional, es decir satisfaciendo nuevas necesidades de sus clientes existentes o de nuevos clientes en otro mercado. § Disponibilidad de Tecnologías. La disponibilidad de tecnologías es un impulsor en si mismo de la creación de valor. Estas pueden ser tanto complementarias como de apalancamiento de tecnologías ya existentes dentro de la empresa y que tengan la función de transformar parte de los componentes de la estrategia de la empresa. § Atracción del Talento Externo. La introducción de un Programa de Innovación Abierta en una empresa ofrece la oportunidad de interactuar con otras organizaciones del ecosistema y, por tanto, de atraer el talento externo. La movilidad del talento es una característica singular de la innovación abierta. § Participación en un Ecosistema Virtuoso. Se ha observado que las acciones realizadas en el entorno por cualquiera de los participantes también tendrán un claro impacto en la creación de valor para el resto de participantes por lo tanto la participación en un ecosistema virtuoso es un impulsor de creación de valor presente en la innovación abierta. § Tecnología “Dentro--‐Fuera”. Como último impulsor de valor es necesario comentar que la dirección que puede seguir la tecnología puede ser desde la empresa hacia el resto del ecosistema generando valor a partir de disponibilizar tecnologías que no son de utilidad interna para la empresa. Estos seis impulsores de creación de valor, presentes en los procesos de innovación corporativos, tienen la capacidad de influir en la estrategia y organización de la empresa aumentando su habilidad de crear valor. El Proceso de Creación de Valor en las Empresas Luego se ha investigado la práctica de la gestión basada en valor que sostiene la necesidad de alinear la estrategia corporativa y el diseño de la organización con el fin de obtener retornos financieros superiores al resto de los competidores de manera sostenida, y finalmente crear valor a lo largo del tiempo. Se describe como los impulsores de creación de valor influyen en la creación y fortalecimiento de las ventajas competitivas de la empresa impactando y alineando su estrategia y organización. Durante la investigación se ha identificado que las opciones reales pueden utilizarse como una herramienta para gestionar entornos de innovación abierta que, por definición, tienen altos niveles de incertidumbre. Las opciones reales aportan una capacidad para la toma de decisiones de forma modular y flexible que pueden aplicarse al entorno corporativo. Las opciones reales han sido particularmente diseñadas para entender, estructurar y gestionar entornos de múltiples incertidumbres y por ello tienen una amplia aplicación en los entornos de innovación. Se analizan los usos potenciales de las opciones reales como complemento a los distintos instrumentos identificados en los Programas de Innovación Abierta. La Interacción Entre los Programas de Innovación Abierta, los Impulsores de Creación de Valor y el Proceso de Creación de Valor A modo de conclusión del presente trabajo se puede mencionar que se ha desarrollado un marco general de creación de valor en el entorno de los Programas de Innovación Abierta. Este marco general incluye tres elementos fundamentales. En primer lugar describe los elementos que se encuentran presentes en los Programas de Innovación Abierta, en segundo lugar como estos programas colaboran en la creación de los seis impulsores de creación de valor que se han identificado y finalmente en tercer lugar como estos impulsores impactan sobre la estrategia y la organización de la empresa para dar lugar a la creación de valor de forma sostenida. A través de un Programa de Innovación Abierta, se pueden desarrollar los impulsores de valor para fortalecer la posición estratégica de la empresa y su capacidad de crear de valor. Es lo que denominamos el marco de referencia para la creación de valor en un Programa de Innovación Abierta. Se presentará la idea que los impulsores de creación de valor pueden colaborar en generar una estrategia óptima que permita alcanzar un desempeño financiero superior y lograr creación de valor de la empresa. En resumen, se ha desarrollado un modelo de relación que describe el proceso de creación de valor en la empresa a partir de los Programas de Innovación Abierta. Para ello, se han identificado los impulsores de creación de valor y se ha descripto la interacción entre los distintos elementos del modelo. ABSTRACT In a world of constant, accelerating change innovation is fuel for business. Year after year, innovation allows firms to renew and, therefore, advance their long--‐term survival. Undoubtedly, innovation is a key element for the firms’ ability to create value over time. Companies often devote considerable effort and diverse resources to identify innovation alternatives that could fit into their strategy, culture, corporate goals and ambitions. Open innovation refers to a specific approach to innovate by collaborating with other firms operating within the same business ecosystem.2 The term open innovation was pioneered by Henry Chesbrough more than a decade ago to refer to this particular mode of driving corporate innovation. Open innovation is a new paradigm that has attracted academic and business interest for over a decade. Several cases of open innovation from different countries and from different economic sectors are included and reviewed in this document. The main objective of this study is to explain and develop a relationship model between open innovation and value creation. To this end, and as secondary objectives, we have explored the elements of an Open Innovation Program, the drivers of value creation, the process of value creation and, finally, the interaction between these three elements. As a final product of the research we have developed a general theoretical framework for establishing the connection between open innovation and value creation that facilitates the explanation of the interaction between the two. From the case studies we see that open innovation can encompass all sectors of the economy, multiple geographies and varying businesses – large companies, SMEs, including (even) start--‐ups – each with a different relevance within the ecosystem in which they participate. Elements of an Open Innovation Program We begin by listing and describing below the items that can be found in an Open Innovation Program. Many of such items have been identified through the review of relevant academic literature. Furthermore, in order to achieve a better understanding of Open Innovation, we have classified those aspects into four different categories according to the features they share. § Program Organization. An organizational structure must exist with a degree of interaction between the different members involved in the innovation process. This structure must be able to meet a number of previously established objectives. § Internal Talent. Internal talent plays a key role in the implementation and success of any Open Innovation program. An open innovation culture and leadership skills are essential for adopting either radical or incremental innovation. In fact, leadership is closely linked to organizational behavior and it is essential to promote open innovation. § Infrastructure. This category groups the elements related to the technological infrastructure required to carry out the program, including production processes and daily management tools. § Instruments. Finally, we list the instruments or vehicles used in the corporate environment to implement open innovation. Several instruments are available, such as corporate incubators, licensing agreements or venture capital. There has been a growing and renewed interest in the latter, both in academia and business circles. The use of corporate venture capital to sustain the development of the open innovation strategy brings ability, credibility, and technological support to the process. The combination of elements from these four categories, interacting in a coordinated way, makes it possible to create, enhance and develop value creation drivers that may impact the company’s strategy and organization and affect its financial performance over time. The Drivers of Value Creation After identifying describing and categorizing the different elements present in an Open Innovation Program our research examines the drivers of value creation. These can be defined as elements that enhance or determine the ability to create value in the business environment. As can be seen, these drivers can act as interacting points between the elements of the program and the process of value creation. The study identifies six drivers of value creation that might be found in an Open Innovation Program. § New Products and Services. The more direct and obvious driver of value creation in any Open Innovation Program is the ability to create new products and services. This is directly related to the company’s innovation process. § Access to Adjacent Markets. The innovation process can also serve as a source of value by granting access to adjacent markets through satisfying new needs for existing customers or attracting new customers from other markets. § Availability of Technologies. The availability of technology is in itself a driver for value creation. New technologies can either be complementary and/or can leverage existing technologies within the firm. They can partly transform certain elements of the company’s strategy. § External Talent Strategy. Incorporating an Open Innovation Program offers the opportunity to interact with other organizations operating in the same ecosystem and can therefore attract external skilled resources. Talent mobility is a unique feature of open innovation. § Becoming Part of a Virtuous Circle. The actions carried out in the environment by any of its members will also have a clear impact on value creation for the other participants. Participation in a virtuous ecosystem is thus a driver for value creation in an open innovation strategy. § Inside--‐out Technology. Value creation may also evolve by allowing other firms in the ecosystem to incorporate internally developed under--‐utilized technologies into their own innovation processes. These six drivers that are present in the innovation process can influence the strategy and the organization of the company, increasing its ability to create value. The Value Creation Process Value--‐based management is the management approach that requires aligning the corporate strategy and the organizational design to create value and obtain sustained financial returns (at least, higher returns than its competitors). We describe how the drivers of value creation can enhance corporate advantages by aligning its strategy and organization. During this study, we were able to determine that real options can be used as managing tools in open innovation environments which, by definition, have high uncertainty levels. Real options provide capability for flexible and modular decision--‐making in the business environment. In particular, real options have been designed for uncertainty management and, therefore, they may be widely applied in innovation environments. We analyze potential uses of real options to supplement the various instruments identified in the Open Innovation programs. The Interaction Between Open Innovation Programs, Value Creation drivers and Value Creation Process As a result of this study, we have developed a general framework for value creation in Open Innovation Programs. This framework includes three key elements. We first described the elements that are present in Open Innovation Programs. Next, we showed how these programs can boost six drivers of value creation that have been identified. Finally, we analyzed how the drivers impact on the strategy and organization of the company in order to lead to the creation of sustainable value. Through an Open Innovation Program, value drivers can be developed to strengthen a company’s strategic position and its ability to create value. That is what we call the framework for value creation in the Open Innovation Program. Value drivers can collaborate in generating an optimal strategy that helps foster a superior financial performance and a sustained value creation process. In sum, we have developed a relationship model that describes the process of creating value in a firm with an Open Innovation Program. We have identified the drivers of value creation and described how the different elements of the model interact with each other.

SONIA REGINA PRADO

A dissertação teve como objetivo principal estudar como uma Instituição de Ensino Superior Privada (IES) atuante no Brasil tem crescido pós Lei de Diretrizes e Bases (LDB) de 1996 até 2015, por meio da análise do curso de bacharelado em Administração de Empresas, nas modalidades: presencial, EAD e Flex (semipresencial). Para este fim, foi realizada uma pesquisa exploratória, de caráter qualitativo baseada no método do estudo de caso. Para coleta de evidências foram analisados relatórios corporativos (Annual Report, Relatórios Internos e outros documentos), entrevistas baseadas em roteiro semiestruturado com gestores da IES privada e observações. Dentre os principais achados, verificou-se que as principais estratégicas de crescimento da IES privada estudada se basearam em fusões e aquisições de outras IES, abertura de novos polos de EAD, na abertura de novas unidades próprias, bem como em inovações em várias dimensões da organização. Os programas governamentais de financiamento aos alunos também são fortes contribuintes para este crescimento, como o Fundo de Financiamento ao Estudante do Ensino Superior (FIES) e o Programa Universidade para Todos (Prouni). Com essa nova realidade, o ensino superior privado recebeu incentivo e facilitação para o seu crescimento, a um ritmo acelerado. Consequentemente pode-se concluir que a IES privada estudada adotou as seguintes estratégias de crescimento: Expansão orgânica com fusões/ aquisições de Instituições menores, com desenvolvimento de planos para todos os campi Brasil; Greenfield (por meio de solicitação de autorização de novas unidades e/ou cursos) em cidades sem possibilidades de aquisições/fusões, e aumentando o número de vagas/ matriculas nas unidades já existentes, aderiu aos programas do governo e também cuidou da evasão por meio de: Seguro educacional; gestão preparada para atender necessidades do discente; Sistema de Ensino com currículos integrados nacionalmente; Intercâmbio de alunos e professores entre as diversas unidades em todas as regiões do país e padronização dos processos.

Multi-objective adaptive evolutionary strategy for tuning compilations

Tuning compilations is the process of adjusting the values of a compiler options to improve some features of the final application. In this paper, a strategy based on the use of a genetic algorithm and a multi-objective scheme is proposed to deal with this task. Unlike previous works, we try to take advantage of the knowledge of this domain to provide a problem-specific genetic operation that improves both the speed of convergence and the quality of the results. The evaluation of the strategy is carried out by means of a case of study aimed to improve the performance of the well-known web server Apache. Experimental results show that a 7.5% of overall improvement can be achieved. Furthermore, the adaptive approach has shown an ability to markedly speed-up the convergence of the original strategy.

Organotitanias: a versatile approach for band gap reduction in titania based materials

The reduction of the band gap of titania is critically important to fully utilize its photocatalytic properties. Two main strategies, i.e. doping and partial reduction of Ti(IV), are the main alternatives available to date. Herein, we report a new synthesis strategy based on one-pot co-condensation of in situ prepared polymetallic titanium-alkoxide complexes with titanium tetrabutoxide. Using this direct reaction, it is possible to introduce organic compounds in the anatase phase, causing site distortions in the crystalline structure of the network. By using this strategy, a yellow and a black titania have been produced, with the latter showing a remarkable photocatalytic activity under visible-light.

Renewables: The great uncertainty of the EU energy strategy. Egmont Paper No. 71, November 2014

Summary. For more than two decades, the development of renewable energy sources (RES) has been an important aim of EU energy policy. It accelerated with the adoption of a 1997 White Paper and the setting a decade later of a 20% renewable energy target, to be reached by 2020. The EU counts on renewable energy for multiple purposes: to diversify its energy supply; to increase its security of supply; and to create new industries, jobs, economic growth and export opportunities, while at the same time reducing greenhouse gas (GHG) emissions. Many expectations rest on its development. Fossil fuels have been critical to the development of industrial nations, including EU Member States, which are now deeply reliant upon coal, oil and gas for nearly every aspect of their existence. Faced with some hard truths, however, the Member States have begun to shelve fossil fuel. These hard truths are as follows: firstly, fossil fuels are a finite resource, sometimes difficult to extract. This means that, at some point, fossil fuels are going to be more difficult to access in Europe or too expensive to use.1 The problem is that you cannot just stop using fossil fuels when they become too expensive; the existing infrastructure is profoundly reliant on fossil fuels. It is thus almost normal that a fierce resistance to change exists. Secondly, fossil fuels contribute to climate change. They emit GHG, which contribute greatly to climate change. As a consequence, their use needs to be drastically reduced. Thirdly, Member States are currently suffering a decline in their own fossil fuel production. This increases their dependence on increasingly costly fossil fuel imports from increasingly unstable countries. This problem is compounded by global developments: the growing share of emerging economies in global energy demand (in particular China and India but also the Middle East) and the development of unconventional oil and gas production in the United States. All these elements endanger the competitiveness of Member States’ economies and their security of supply. Therefore, new indigenous sources of energy and a diversification of energy suppliers and routes to convey energy need to be found. To solve all these challenges, in 2008 the EU put in place a strategy based on three objectives: sustainability (reduction of GHG), competitiveness and security of supply. The adoption of a renewable energy policy was considered essential for reaching these three strategic objectives. The adoption of the 20% renewable energy target has undeniably had a positive effect in the EU on the growth in renewables, with the result that renewable energy sources are steadily increasing their presence in the EU energy mix. They are now, it can be said, an integral part of the EU energy system. However, the necessity of reaching this 20% renewable energy target in 2020, combined with other circumstances, has also engendered in many Member States a certain number of difficulties, creating uncertainties for investors and postponing benefits for consumers. The electricity sector is the clearest example of this downside. Subsidies have become extremely abundant and vary from one Member State to another, compromising both fair competition and single market. Networks encountered many difficulties to develop and adapt. With technological progress these subsidies have also become quite excessive. The growing impact of renewable electricity fluctuations has made some traditional power plants unprofitable and created disincentives for new investments. The EU does clearly need to reassess its strategy. If it repeats the 2008 measures it will risk to provoke increased instability and costs.

Photo-sketch synthesis and recognition based on subspace learning

This paper aims to reducing difference between sketches and photos by synthesizing sketches from photos, and vice versa, and then performing sketch-sketch/photo-photo recognition with subspace learning based methods. Pseudo-sketch/pseudo-photo patches are synthesized with embedded hidden Markov model. Because these patches are assembled by averaging their overlapping area in most of the local strategy based methods, which leads to blurring effect to the resulted pseudo-sketch/pseudo-photo, we integrate the patches with image quilting. Experiments are carried out to demonstrate that the proposed method is effective to produce pseudo-sketch/pseudo-photo with high quality and achieve promising recognition results. © 2009.

Optimised phase disposition pulse-width modulation strategy for hybrid-clamped multilevel inverters using switching state sequences

This study describes an optimised modulation strategy based on switching state sequences for the hybrid-clamped multilevel converter. Two key control variables defined as 'phase shift angle' and 'switching state change' for a five-level hybrid-clamped inverter are proposed to improve all switches' operation, and by changing their values, different control methods can be obtained for modulation optimisation purposes. Two example methods can solve the voltage imbalance problem of the dc-link capacitors and furthermore avoid two switches' simultaneous switching transitions and improve the inverter's performance as compared with the traditional phase disposition pulse-width modulation strategy. A 6 kW prototype inverter is developed and a range of simulation and experiments are carried out for validation. It is found that simulation and experimental results are in a good agreement and the proposed modulation strategy is verified in terms of low-order harmonic reduction.

Examining the process of regime change in the North Atlantic Treaty Organization: The divide between rhetoric and reality

The North Atlantic Treaty Organization (NATO) is a product of the Cold War through which its members organized their military forces for the purpose of collective defense against the common threat of Soviet-backed aggression. Employing the terminology of regime theory, the creation of NATO can be viewed as the introduction of an international security regime. Throughout the Cold War, NATO member states preserved their commitment to mutual defense while increasingly engaging in activities aimed at overcoming the division of Europe and promoting regional stability. The end of the Cold War has served as the catalyst for a new period of regime change as the Alliance introduced elements of a collective security regime by expanding its mandate to address new security challenges and reorganizing both its political and military organizational structures. ^ This research involves an interpretive analysis of NATO's evolution applying ideal theoretical constructs associated with distinct approaches to regime analysis. The process of regime change is investigated over several periods throughout the history of the Alliance in an effort to understand the Alliance's changing commitment to collective security. This research involves a review of regime theory literature, consisting of an examination of primary source documentation, including official documents and treaties, as well as a review of numerous secondary sources. This review is organized around a typology of power-based, organization-based, and norm-based approaches to regime analysis. This dissertation argues that the process of regime change within NATO is best understood by examining factors associated with multiple theoretical constructs. Relevant factors provide insights into the practice of collective security among NATO member states within Europe, while accounting for the inability of the NATO allies to build on the experience gained within Europe to play a more central role in operations outside of this region. This research contributes to a greater understanding of the nature of international regimes and the process of regime change, while offering recommendations aimed at increasing NATO's viability as a source of greater security and more meaningful international cooperation.^

Near Term Computer Management Strategy For Hospitality Managers and Computer System Vendors

In his dialogue - Near Term Computer Management Strategy For Hospitality Managers and Computer System Vendors - by William O'Brien, Associate Professor, School of Hospitality Management at Florida International University, Associate Professor O’Brien initially states: “The computer revolution has only just begun. Rapid improvement in hardware will continue into the foreseeable future; over the last five years it has set the stage for more significant improvements in software technology still to come. John Naisbitt's information electronics economy¹ based on the creation and distribution of information has already arrived and as computer devices improve, hospitality managers will increasingly do at least a portion of their work with software tools.” At the time of this writing Assistant Professor O’Brien will have you know, contrary to what some people might think, the computer revolution is not over, it’s just beginning; it’s just an embryo. Computer technology will only continue to develop and expand, says O’Brien with citation. “A complacent few of us who feel “we have survived the computer revolution” will miss opportunities as a new wave of technology moves through the hospitality industry,” says ‘Professor O’Brien. “Both managers who buy technology and vendors who sell it can profit from strategy based on understanding the wave of technological innovation,” is his informed opinion. Property managers who embrace rather than eschew innovation, in this case computer technology, will benefit greatly from this new science in hospitality management, O’Brien says. “The manager who is not alert to or misunderstands the nature of this wave of innovation will be the constant victim of technology,” he advises. On the vendor side of the equation, O’Brien observes, “Computer-wise hospitality managers want systems which are easier and more profitable to operate. Some view their own industry as being somewhat behind the times… They plan to pay significantly less for better computer devices. Their high expectations are fed by vendor marketing efforts…” he says. O’Brien warns against taking a gamble on a risky computer system by falling victim to un-substantiated claims and pie-in-the-sky promises. He recommends affiliating with turn-key vendors who provide hardware, software, and training, or soliciting the help of large mainstream vendors such as IBM, NCR, or Apple. Many experts agree that the computer revolution has merely and genuinely morphed into the software revolution, informs O’Brien; “…recognizing that a computer is nothing but a box in which programs run.” Yes, some of the empirical data in this article is dated by now, but the core philosophy of advancing technology, and properties continually tapping current knowledge is sound.

Multiple robots formation manoeuvring and collision avoidance strategy

This paper presents a multiple robots formation manoeuvring and its collision avoidance strategy. The direction priority sequential selection algorithm is employed to achieve the raw path, and a new algorithm is then proposed to calculate the turning compliant waypoints supporting the multi-robot formation manoeuvre. The collision avoidance strategy based on the formation control is presented to translate the collision avoidance problem into the stability problem of the formation. The extension-decomposition-aggregation scheme is next applied to solve the formation control problem and subsequently achieve the collision avoidance during the formation manoeuvre. Simulation study finally shows that the collision avoidance problem can be conveniently solved if the stability of the constructed formation including unidentified objects can be satisfied.

O serviço de referência nas bibliotecas públicas em Portugal: modelo de desenvolvimento

O Serviço de Referência (SR), incorporando na sua organização, funcionamento e comunicação com o utilizador um conjunto de potencialidades proporcionadas pela tecnologia, assume um papel fundamental na luta contra a desigualdade e o analfabetismo digital, no fomento da literacia da informação e na criação de conhecimento. A percepção do valor e das fragilidades do SR nas bibliotecas públicas em Portugal levanta a questão sobre como contribuir para o seu desenvolvimento. A presente investigação, visando a construção de alicerces numa perspectiva de evolução, parte da análise de documentos orientadores internacionais da RUSA/ALA (Reference and User Services Association / American Library Association) e da IFLA (International Federation of Library Association) e da observação de características estruturais da Rede Nacional de Biblioteca Públicas (RNBP), para a concepção de soluções de desenvolvimento do SR a aplicar a esta realidade concreta. Seguindo um paradigma compreensivo indutivo, com uma orientação baseada na Grounded Theory, esta pesquisa privilegia o contexto da descoberta e a construção de uma teoria. No plano empírico cumpre uma complementaridade de técnicas qualitativas e quantitativas, com recurso a uma triangulação metodológica. O campo de análise abrange a totalidade das bibliotecas públicas portuguesas integradas na RNBP em Portugal. Visando aspectos funcionais e materiais, são analisados dados preexistentes e aplicadas técnicas de observação directa e inquérito por questionário. Visando aspectos sociais, são efectuadas seis entrevistas semi-estruturadas. Os resultados apontam para uma situação de estagnação das bibliotecas da RNBP e para um funcionamento não estruturado e informal do SR, na maioria dos casos em que se verifica a sua disponibilização. Fundamentada a necessidade de evolução, e do investimento que nele possa ser feito, é construído um modelo, seguindo uma estratégia por níveis, flexíveis e adaptáveis às necessidades e aos recursos de cada biblioteca, que visa o desenvolvimento incremental e congruente daquele serviço; Abstract: The Reference Service in public libraries in Portugal. Development model from international guidelines. Incorporating in its organization, procedures and communication with the users a set of tools brought by technology, Reference Service (RS) plays a key role in the struggle against inequality and digital illiteracy, promoting information literacy and creating knowledge. The perception of the value of RS and the weaknesses in public libraries in Portugal raise the question on how to contribute to its development. In order to build RS foundations on an evolutionary perspective, this research analyzes RUSA / ALA (Reference and User Services Association / American Library Association) and IFLA (International Federation of Library Association) international guidelines and the structural characteristics of the Portuguese National Public Library Network (RNBP), with the objective of creating a solution for the development of that service to be applied to this reality. Following an inductive comprehensive paradigm, with an orientation based on Grounded Theory, this research focuses on the context of discovery and the construction of a theory. Empirically it fulfils complementary qualitative and quantitative techniques, using a methodological triangulation. The field of analysis covers Portuguese public libraries integrating the RNBP. Aiming at functional and material aspects, direct observation techniques and a survey by questionnaire are applied. Targeting social aspects, six semistructured interviews are carried out. The results point to a situation of stagnation in the RNBP as well as the unstructured and informal performance of the SR, which justifies the need for evolution and investment. A model is constructed, following a strategy based on levels, flexible and adaptable to the needs and resources of each library, with the perspective of an incremental and consistent development of this service.

Retaining formal volunteers in volunteer based organizations

Abstract Problem Formal Volunteers in volunteer based organizations drop out at a fast pace due to many reasons like lack of interest what they are doing, conflict among volunteers, lack of motivation, job dissatisfaction due to prolonged volunteering etc.  which is causing to improper functioning of these organizations and reaches a point where these volunteer based organizations find it difficult to function properly. The author in this study tries to address this particular issue of this drop out of formal volunteers. Purpose The purpose of this study is to explore the factors which helps in the retention of formal volunteers in a volunteer based organization for a longer period. Method The research in this paper is done in a qualitative way with primary data collected in the form of participant observation and open interview in two voluntary organizations. The collected data is analyzed in content analysis. The secondary data is collected in the form of necessary documents provided by the participating organizations. Results Many factors were found to influence retention of volunteers namely Job satisfaction, Motivation, Public Service Motivation, Organizational Commitment, Mission Attachment, Work load, Relationship with Coworkers, Justice of Organization, Flexible Timing, Training & Orientation.  Conclusions Recommendations to improve retention is mentioned and a future model is also proposed. The result obtained from this research can be generalized to other form of small scale volunteer organizations where the major employees are formal volunteers.

Leaf Manganese Accumulation And Phosphorus-acquisition Efficiency.

Plants that deploy a phosphorus (P)-mobilising strategy based on the release of carboxylates tend to have high leaf manganese concentrations ([Mn]). This occurs because the carboxylates mobilise not only soil inorganic and organic P, but also a range of micronutrients, including Mn. Concentrations of most other micronutrients increase to a small extent, but Mn accumulates to significant levels, even when plants grow in soil with low concentrations of exchangeable Mn availability. Here, we propose that leaf [Mn] can be used to select for genotypes that are more efficient at acquiring P when soil P availability is low. Likewise, leaf [Mn] can be used to screen for belowground functional traits related to nutrient-acquisition strategies among species in low-P habitats.

Simultaneous optimization by neuro-genetic approach for analysis of plant materials by laser induced breakdown spectroscopy

A simultaneous optimization strategy based on a neuro-genetic approach is proposed for selection of laser induced breakdown spectroscopy operational conditions for the simultaneous determination of macronutrients (Ca, Mg and P), micro-nutrients (B, Cu, Fe, Mn and Zn), Al and Si in plant samples. A laser induced breakdown spectroscopy system equipped with a 10 Hz Q-switched Nd:YAG laser (12 ns, 532 nm, 140 mJ) and an Echelle spectrometer with intensified coupled-charge device was used. Integration time gate, delay time, amplification gain and number of pulses were optimized. Pellets of spinach leaves (NIST 1570a) were employed as laboratory samples. In order to find a model that could correlate laser induced breakdown spectroscopy operational conditions with compromised high peak areas of all elements simultaneously, a Bayesian Regularized Artificial Neural Network approach was employed. Subsequently, a genetic algorithm was applied to find optimal conditions for the neural network model, in an approach called neuro-genetic, A single laser induced breakdown spectroscopy working condition that maximizes peak areas of all elements simultaneously, was obtained with the following optimized parameters: 9.0 mu s integration time gate, 1.1 mu s delay time, 225 (a.u.) amplification gain and 30 accumulated laser pulses. The proposed approach is a useful and a suitable tool for the optimization process of such a complex analytical problem. (C) 2009 Elsevier B.V. All rights reserved.

MEMORY TRAINING FOR OLDER ADULTS WITH LOW EDUCATION: MENTAL IMAGES VERSUS CATEGORIZATION

This study aimed to describe the benefits of memory training for older adults with low education. Twenty-nine healthy older adults with zero to two years of formal education participated. Sixteen participants received training based on categorization (categorization group = CATG) and 13 received training based on mental images (imagery group = IMG). One group served as control for the other because they trained with different strategies. Training was offered in eight sessions of 90 minutes. The participants were evaluated pre- and posttraining. IMG improved performance in episodic memory tests and had reduced depressive symptoms. CATG increased the use of categorization but did not increase performance in episodic memory tests. Results suggest that the strategy based on the creation of mental images was more effective for older adults with low formal education.