Publisher–Society partnerships to further image accessibility and global inclusivity in the Humanities and Social Sciences: Comparing top-down and bottom-up approaches     

George Cooper  Katherine Burton  Alejandra Black  Mokheseng Buti  Geraldine Richards  Ginny Herbert  Emma Lockwood  Janet Remmington 《Learned Publishing》2023,36(1):58-67

• Collaboration between publishers and learned society partners can accelerate and amplify DEIA outcomes.
• 97 HSS titles have adopted alt-text publication workflows and this change has been welcomed by journal authors and editors.
• Efforts to promote global inclusivity do not always result in greater membership diversity, retention and growth.
• Top-down, publisher-led DEIA initiatives are effective when they are aligned strategically to pre-existing society initiatives.
• Bottom-up, member-led DEIA initiatives benefit from publisher support to mitigate financial and time-based barriers to active participation.
• To reliably track DEIA outcomes, publishers ought to adopt systematic data collection strategies through initiatives like C4 and the Joint Commitment.

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Managing performance problems: Using peers as resources     

Janet Houser Carter  Nancy Hayek 《Performance Improvement》1993,32(1):14-16

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Using peers as resources: Orienting the new manager     

Janet Houser Carter  Nancy Hayek 《Performance Improvement》1993,32(2):18-22

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An Advocate for Everything: Exploring Exhibit Development Models     

Janet A. Kamien 《Curator: The Museum Journal》2001,44(1):114-128

Abstract This article presents six models, from within and outside the museum profession, useful to consider when creating exhibition teams. The focus is on five roles—client, content specialist, designer, content interpreter, and project manager—and the authority and responsibility assigned to these roles in the different models. The author examines the pros and cons of the models and provides examples from museums in which they were instituted. The developer model was created at The Field Museum of Natural History to replace the team approach model. Both of these models replaced the curatorial model. The broker model was developed at The Children's Museum in Boston. From outside the museum field, the author presents the architectural model and the theatrical model. Each of the models, in differing ways, defines a process, a point of view about the expected outcomes, and assigns specific authorities and responsibilities to staff members in each of the five roles. The author argues that it is not so important which of the models is chosen for any given exhibition project, but emphasizes that the importance lies in being certain that a model be chosen and rigorously implemented. The appendix also includes a sample exhibit process document from one museum.  相似文献   

Performance support in internet time the state of the practice     

Gloria Gery  Stan Malcolm  Janet Cichelli  Hal Christensen  Barry Raybould  Marc J. Rosenberg  Gary J. Dickelman 《Performance Improvement》2000,39(6):7-17

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