A Progressive Visual Analytics Tool for Incremental Experimental Evaluation

This paper presents a visual tool, AVIATOR, that integrates the progressive visual analytics paradigm in the IR evaluation process. This tool serves to speed-up and facilitate the performance assessment of retrieval models enabling a result analysis through visual facilities. AVIATOR goes one step beyond the common "compute wait visualize" analytics paradigm, introducing a continuous evaluation mechanism that minimizes human and computational resource consumption

From big data to big performance – exploring the potential of big data for enhancing public organizations’ performance : a systematic literature review

This article examines the possibilities for increasing organizational performance in the public sector using Big Data by conducting a systematic literature review. It includes the results of 36 scientific articles published between January 2012 and July 2019. The results show a tendency to explain the relationship between big data and organizational performance through the Resource-Based View of the Firm or the Dynamic Capabilities View, arguing that perfor-mance improvement in an organization stems from unique capabilities. In addition, the results show that Big Data performance improvement is influenced by better organizational decision making. Finally, it identifies three dimensions that seem to play a role in this process: the human dimension, the organizational dimension, and the data dimension. From these findings, implications for both practice and theory are derived

戦略人事をめぐるリサーチ・アジェンダ

Although discussions about strategic HR have been advanced for decades, there still remains a gap between research and practice (or ideal and reality) on how companies could manage human resources more strategically. In view of that condition, this article considered: (a) progress and problems in discussions surrounding strategic HR; (b) prospects for the fruitful future research and practice. The emerging topics in the human resource management area̶HRM as practice, talent management, HR/people/talent analytics, and e-HRM̶are discussed as potential opportunities to understand how we analyze and realize strategic HR in practice

What Is The Competency Model For HR Professionals To Prepare Them to Accept Digital Change in the HR Function?

[Excerpt] With changes in the workforce demographics, global economy, and emerging technology, the role of the HR professional has already changed drastically and will continue to do so. The future of work in the digital age is upon us and work environments include an increasing plurality of means to get work done. This entails transformation and reskilling for HR professionals as they partner with business leaders to orchestrate effective human capital solutions. This also presents an opportunity for HR leadership to closely examine the competencies of their workforce and determine the what and the how of upskilling or reskilling to ensure the HR professionals at their company are equipped to contribute in this ever-evolving business environment. HR professionals will increasingly need to be agile, strategic contributors to the businesses they serve, thoughtfully engaged with employees throughout their lifecycle, and be well-versed in data analytics and technologies. With this in mind, it is essential for organizations to prepare now and create action plans for job displacement and reskilling of their workforce

Essential Micro-foundations for Contemporary Business Operations: Top Management Tangible Competencies, Relationship-based Business Networks and Environmental Sustainability

Although various studies have emphasized linkages between firm competencies, networks and sustainability at organizational level, the links between top management tangible competencies (e.g., contemporary relevant quantitative-focused education such as big data analytics and data-driven applications linked with the internet of things, relevant experience and analytical business applications), relationship-based business networks (RBNs) and environmental sustainability have not been well established at micro-level, and there is a literature gap in terms of investigating these relationships. This study examines these links based on the unique data collected from 175 top management representatives (chief executive officers and managing directors) working in food import and export firms headquartered in the UK and New Zealand. Our results from structural equation modelling indicate that top management tangible competencies (TMTCs) are the key determinants for building RBNs, mediating the correlation between TMTCs and environmental sustainability. Directly, the competencies also play a vital role towards environmental practices. The findings further depict that relationship-oriented firms perform better compared to those which focus less on such networks. Consequently, our findings provide a deeper understanding of the micro-foundations of environmental sustainability based on TMTCs rooted in the resource-based view and RBNs entrenched in the social network theory. We discuss the theoretical and practical implications of our findings, and we provide suggestions for future research