Flexible cooperation in non-standard application environments

The integration of preexisting systems into a single, heterogeneous, distributed non-standard application system in domains like office automation or computer-integrated manufacturing are regarded as cooperating systems. They are characterized through teamwork, distribution and the handling of complex data structures (e.g. multimedia data). Object-oriented database systems, providing for complex object management, represent one approach in support of such applications. They concentrate, however, on data modeling aspects and use more or less conventional transaction concepts, based on a global execution control. Hence, they only partially fulfill application requirements as they do not adequately cope with the autonomy that is often inherent to the system's components. As a consequence, we suggest S-transactions as an appropriate means for describing the cooperation of system components in terms of transactions and beyond. In this paper we outline the modeling of conventional transactions (flat or nested as well as distributed and design transactions) in terms of STDL, the S-transaction definition language. Beyond that we point out how to specify SAGAs and similar concepts. Finally we discuss the specification of non-linear but maybe acyclic or even cyclic cooperation structuresPrepared for: Naval Ocean Systems Center and funded by the Naval Postgraduate School.http://archive.org/details/flexiblecooperat00holtO&MN, Direct FundingNAApproved for public release; distribution is unlimited

The Executive Director Experiences of African American Women in Mainstream Nonprofit Performing Arts Organizations

African American women are presently underrepresented in mainstream nonprofit performing arts organizations (PAOs) throughout the United States. Despite this inequality, a small number of African American women have overcome the odds and have productively earned senior leadership roles as executive directors in mainstream nonprofit PAOs. Using the conceptual frameworks of intersectionality and critical race feminism, the purpose of this study was to explore the shared lived experiences of African American women in executive director positions and the impact of race and gender on their leadership development and training for advancement in a mainstream nonprofit PAO. Four research questions explored the nonprofit management and leadership experiences and perspectives of African American women as a result of the intersection of race and gender identity. A transcendental phenomenological method was applied as the qualitative research design. Semistructured interviews with 9 African American women working currently or previously as an executive director or senior leader in a mainstream nonprofit PAO provided data collection. Findings from this study affirmed that although African American women are challenged and impacted by intersectional identities, organizational solutions and strategies for advancement are available. The results of this research study may contribute to positive social change by increasing awareness of the experiences of African American women and the strategies outlined for improved executive leadership advancement. When cultural arts leaders get information, ignored potential can be realized