Specific and general information sharing among competing academic researchers     

Carolin Haeussler  Lin Jiang  Jerry Thursby  Marie Thursby 《Research Policy》2014

We examine information sharing among academics during the research process and show it is context dependent because of differences in trade-offs. When researchers respond to specific requests for information or materials, potential future reciprocity is weighed against the current loss of competitiveness, while general sharing intermediate results in an open forum is driven by the need for feedback versus potential misappropriation. We formally model these trade-offs and empirically test for differences using a survey of German and UK bio-scientists. Increased competition has a negative impact on sharing in both contexts. But career stage has an effect only on specific sharing with untenured faculty less likely to share. Further, scientists in larger teams are more likely to share specifically, but less likely to share generally. The importance of patents for one's reputation reduces sharing in both contexts, but the effect is greater for general information sharing.  相似文献   

Frustration in technology-rich learning environments: A scale for assessing student frustration with e-textbooks     

Elena Novak  Kerrie McDaniel  Jerry Daday  Ilker Soyturk 《British journal of educational technology : journal of the Council for Educational Technology》2022,53(2):408-431

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Automated LED tracking to measure instantaneous velocities in swimming     

Josje van Houwelingen  Raf M. Antwerpen  Ad P. C. Holten  Ernst Jan Grift  Jerry Westerweel  Herman J. H. Clercx 《Sports Engineering》2018,21(4):419-427

In this paper a video-based method to automatically track instantaneous velocities of a swimmer is presented. Single cameras were used to follow a marker (LED) attached to the body. The method is inspired by particle tracking techniques, traditionally used in the field of fluid dynamics, to measure local velocities of a fluid flow. During the validation experiment, a white LED was attached to the hip of a swimmer together with a speedometer. A swimmer performed four different stroke types. The velocity profiles using LED tracking were captured and showed less noise than the speedometer measurements. Only at times when the marker disappeared above the water surface due to body role in front crawl and backstroke swimming did the LED tracking fail to capture the athlete’s motion. The algorithm was tested in a 2D case with a single LED to illustrate the proof of principle, but should be suitable for implementation in a 3D analysis or multiple LED analysis.  相似文献   

Photographic enhancement of children's self-esteem     

Mary S. Ammerman  Jerry L. Fryrear 《Psychology in the schools》1975,12(3):319-325

The purpose of the present study was to enhance children's self-esteem through a five week self-photography project which provided each child in the experimental group with 60 pictures of himself in different poses. Control group subjects were provided with self-photographs at the end of the project. Fourth grade children were selected for both low subjective self-esteem and low behavioral self-esteem using the Coopersmith Self-Esteem Inventory and Behavior Rating Form. After five weeks of photography sessions, the Self-Esteem Inventory and Behavior Rating Forms were re-administered and pre-and posttest results were compared. The experimental procedure resulted in a significant increase in behavioral self-esteem for the experimental group, but no change in subjective self-esteem. Results were discussed in terms of Cooper-smith's theory of genuine vs. defensive self-esteem, with the speculation that the change in behavioral self-esteem reflected an increase in genuine self-esteem.  相似文献   

Let's talk certification!. Questions and answers for the profession about the profession about the profession     

Jerry Gilley  George Geis  Charline Seyfer 《Performance Improvement》1987,26(1):7-17

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Performance Management Applied at the Performer Level     

Jerry W. Gilley 《Performance Improvement Quarterly》2000,13(4):87-105

According to Kissler (1991), performance management begins by determining why it should take place at all. He believes that performance management helps organizations sustain or improve performance, promote greater consistency in performance evaluation, and provide high‐quality feedback. Performance management helps organizations link evaluations to employee development and to a merit‐based compensation plan. Moreover, it forms a basis for coaching and mentoring, permits individual input during the evaluation process, and allows for a blend of qualitative and quantitative evaluations. Performance management is a process that helps manage employee expectations of job demands and factors that reveal how well the job is done.  相似文献   

Organizational success and the planning role(s) and perspectives of a superintendent. A description of twelve planning roles     

Jerry J. Herman  Roger Kaufman 《Performance Improvement》1983,22(8):16-21

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Constructing a Small Shadow Box     

Jerry L. Platt 《Curator: The Museum Journal》1977,20(3):238-240

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Career Development; The Linkage Between Training and Organizational Development Originally published in 1989, PIQ 2.1     

Jerry W. Gilley 《Performance Improvement Quarterly》1997,10(1):213-225

Improved organizational efficiency can only be accomplished if the employees within an organization have developed the skills, competencies, knowledge, and attitudes to perform at the highest possible levels. To a limited degree this can be accomplished via training, but employees develop the fundamental skills, competencies, knowledge, and attitudes related only to their current job. As a result, the organization is only indirectly impacted. This refers to the micro perspective of improved organizational efficiency. Organizational efficiency can also be accomplished through organizational development, but the individual employee is often overlooked during this process. Without employee commitment to improve efficiency, it will be short-lived. This approach refers to the macro perspective of improved organizational efficiency. Both the micro and macro perspectives of improved organizational efficiency have their weaknesses. Thus, a combination of the two processes is necessary. Career development is that combination. Career development is a process which enables employees to develop beyond the fundamental skills, competencies, knowledge, and attitudes required for their present job assignments. It is a process which is focused on improving organizational efficiency while relying on the development of the individual employee. Performance improvement practitioners can provide learning activities which improve employees' skills, competencies, knowledge, and attitudes by viewing improved organizational efficiency from, an individual (micro) perspective while remaining dedicated to the overall enhancement of the organization (macro). However, many performance improvement practitioners fail to see the connection between training and overall organizational development. These terms are often used interchangeably which leads to the increased confusion and misapplication of each process. It is necessary, therefore, to arrive at an acceptable definition in order to communicate effectively the intent as well as the similarities and differences of the processes. This will enable performance improvement practitioners to better understand the commonalities of each process. It is this understanding that serves as the basis of this article and the forthcoming recommendations.  相似文献   

Everything you wanted to know about compact discs (But were afraid to ask)     

Jerry Johnson 《Performance Improvement》1994,33(3):23-25

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