A model for hypermedia learning environments based on electronic books

Designers of hypermedia learning environments could take advantage of a theoretical scheme which takes into account various kinds of learning activities and solves some of the problems associated with them. In this paper, we present a model which inherits a number of characteristics from hypermedia and electronic books. It can provide designers with the tools for creating hypermedia learning systems, by allowing the elements and functions involved in the definition of a specific application to be formally represented A practical example, CESAR, a hypermedia learning environment for hearing‐impaired children, is presented, and some conclusions derived from the use of the model are also shown

The Role of Corporate HR Functions In Multinational Corporations: The Interplay Between Corporate, Regional/National And Plant Level

The HR literature has been abundant in providing typologies of the roles of HR professionals in their organisation. These typologies are largely related to the changing nature of HRM over time, and the context in which empirical work was carried out. In this paper we focus on the context of the increasing internationalisation of firms and how this has an effect upon modern-day typologies of HR roles. We explore these roles by focusing on the way in which HRM practices come about. Especially in a MNC setting of increasing internationalisation of firms the issues of coordination, shared learning and standardisation versus leeway for adapting to the local context (customisation) are prominent. These issues present themselves both at the corporate and regional level and at the national and local (plant) level. On all these levels HR practitioners are active and find themselves amidst the interplay of both (de-)centralisation and standardisation versus customisation processes. This paper thus explores the way in which HR practices come into being and how they are implemented and coordinated. These insights help us understand further the roles of international corporate HR functions that are being identified. Our data is based on 65 interviews, which were held (as part of larger study of HR-function excellence) with HR managers, line managers and senior executives of six multinational companies in eight countries from September to December 2004. This data reveals new classifications of processes by which HR activities are developed, implemented and coordinated, both in terms of who is involved and how these processes are carried out

Evaluating distributed generation impacts with a multiobjective index

Evaluating the technical impacts associated with connecting distributed generation to distribution networks is a complex activity requiring a wide range of network operational and security effects to be qualified and quantified. One means of dealing with such complexity is through the use of indices that indicate the benefit or otherwise of connections at a given location and which could be used to shape the nature of the contract between the utility and distributed generator. This paper presents a multiobjective performance index for distribution networks with distributed generation which considers a wide range of technical issues. Distributed generation is extensively located and sized within the IEEE-34 test feeder, wherein the multiobjective performance index is computed for each configuration. The results are presented and discussed

The Role of Corporate HR Funcitons in MNCs: The Interplay Between Corporate, Regional/National and Plant Level

The HR literature has been abundant in providing typologies of the roles of HR professionals in their organisation. These typologies are largely related to the changing nature of HRM over time, and the context in which empirical work was carried out. In this paper we focus on the context of the increasing internationalisation of firms and how this has an effect upon modern-day typologies of HR roles. We explore these roles by focusing on the way in which HRM practices come about. Especially in a MNC setting of increasing internationalisation of firms the issues of coordination, shared learning and standardisation versus leeway for adapting to the local context (customisation) are prominent. These issues present themselves both at the corporate and regional level and at the national and local (plant) level. On all these levels HR practitioners are active and find themselves amidst the interplay of both (de-)centralisation and standardisation versus customisation processes. This paper thus explores the way in which HR practices come into being and how they are implemented and coordinated. These insights help us understand further the roles of international corporate HR functions that are being identified. Our data is based on 65 interviews, which were held (as part of larger study of HR-function excellence) with HR managers, line managers and senior executives of six multinational companies in eight countries from September to December 2004. This data reveals new classifications of processes by which HR activities are developed, implemented and coordinated, both in terms of who is involved and how these processes are carried out

Guidelines for a Dynamic Ontology - Integrating Tools of Evolution and Versioning in Ontology

Ontologies are built on systems that conceptually evolve over time. In addition, techniques and languages for building ontologies evolve too. This has led to numerous studies in the field of ontology versioning and ontology evolution. This paper presents a new way to manage the lifecycle of an ontology incorporating both versioning tools and evolution process. This solution, called VersionGraph, is integrated in the source ontology since its creation in order to make it possible to evolve and to be versioned. Change management is strongly related to the model in which the ontology is represented. Therefore, we focus on the OWL language in order to take into account the impact of the changes on the logical consistency of the ontology like specified in OWL DL

Performance and Changes Evaluation & Management: Ways of Development in Banking Institutions

As best as one can say from historical records, banking is the oldest of all financialservices professions. After a comprehensive history, that included both several decades of totalitarian regime and natural business and banks failures caused by the transitional process, Romania already developed a solid banking system, based upon new modern rules, following hard and thorough routes to catch-up the gap that communism created between the country and the other democratic economies. Usually, identifying a target represents only the beginning of development and consequently, changes. Development presupposes both establishing a purpose and a clear image of reality. Once we understand where we want to go and it is clear where we stand, we can become creative and move forward. The challenge we are facing is to constantly be aware of and to simultaneously understand the reality and our target. The distance between the current reality and the target creates a tension called creative tension, which is the beginning of another creative process during which changes are implemented and new performances are expected. But organizations are not static, they always experience various transformations. Any change, including office rearrangements, transformations of the production process by introducing a different technology and changes in the management are multiple causes, internal and/or external, and generate disorder or even radical turnovers. The issue bellow is an analysis of the performance evaluation and the corresponding steps that a banking institution manager should make in order to prepare changes and thus, to develop the organisation subsequently.banking, banking institution, performance management, changes management, motivation, criteria of performance evaluation, management of people