An exploratory study of global leaders' and Chinese managers' leadership constructs in multinational corporations in China

This research explores the leadership constructs of global leaders and Chinese managers in multi-national corporations (MNCs) in order to understand whether their constructs are misaligned, and if so, in what ways. To address these questions, data was gathered via repertory grid test interviews with 31 global leaders and 59 Chinese managers in six MNCs’ China organizations. Analysis subsequently revealed that global leaders rely upon twelve key constructs to define global leadership capability and potential. These are: creative, drive to improve, communication skill, collaborative style, charisma, professional knowledge and experience, visionary, cross culture, flexibility, confidence, team development and emotional intelligence. Crucially however, half of the global leaders’ key constructs were not identified as important to Chinese managers; furthermore, most of the missing constructs resonate with charismatic and transformational leadership characteristics, indicating a gap between the two groups’ leadership concepts. Subsequently, both groups of leaders’ leadership constructs were compared with their respective companies’ Leadership Competency Frameworks. The results again revealed gaps, suggesting reliance upon headquarter-developed leadership frameworks to communicate leadership expectations and develop local leaders is either deficient, or inappropriate. The global leaders and Chinese managers’ perspectives on Chinese managers’ career barriers were also explored, with the evidence indicating that perceptions of both groups are influenced by their own cultural assumptions. As the global leaders’ perspectives aligned with their own leadership constructs but Chinese managers were not aware of the importance of those constructs, it seems to support the contention that a bias may exist when global leaders evaluate Chinese managers’ leadership capability and potential

An overview of research on human-centered design in the development of artificial general intelligence

Abstract: This article offers a comprehensive analysis of Artificial General Intelligence (AGI) development through a humanistic lens. Utilizing a wide array of academic and industry resources, it dissects the technological and ethical complexities inherent in AGI's evolution. Specifically, the paper underlines the societal and individual implications of AGI and argues for its alignment with human values and interests. Purpose: The study aims to explore the role of human-centered design in AGI's development and governance. Design/Methodology/Approach: Employing content analysis and literature review, the research evaluates major themes and concepts in human-centered design within AGI development. It also scrutinizes relevant academic studies, theories, and best practices. Findings: Human-centered design is imperative for ethical and sustainable AGI, emphasizing human dignity, privacy, and autonomy. Incorporating values like empathy, ethics, and social responsibility can significantly influence AGI's ethical deployment. Talent development is also critical, warranting interdisciplinary initiatives. Research Limitations/Implications: There is a need for additional empirical studies focusing on ethics, social responsibility, and talent cultivation within AGI development. Practical Implications: Implementing human-centered values in AGI development enables ethical and sustainable utilization, thus promoting human dignity, privacy, and autonomy. Moreover, a concerted effort across industry, academia, and research sectors can secure a robust talent pool, essential for AGI's stable advancement. Originality/Value: This paper contributes original research to the field by highlighting the necessity of a human-centered approach in AGI development, and discusses its practical ramifications.Comment: 20 page

Towards Vehicle-to-everything Autonomous Driving: A Survey on Collaborative Perception

Vehicle-to-everything (V2X) autonomous driving opens up a promising direction for developing a new generation of intelligent transportation systems. Collaborative perception (CP) as an essential component to achieve V2X can overcome the inherent limitations of individual perception, including occlusion and long-range perception. In this survey, we provide a comprehensive review of CP methods for V2X scenarios, bringing a profound and in-depth understanding to the community. Specifically, we first introduce the architecture and workflow of typical V2X systems, which affords a broader perspective to understand the entire V2X system and the role of CP within it. Then, we thoroughly summarize and analyze existing V2X perception datasets and CP methods. Particularly, we introduce numerous CP methods from various crucial perspectives, including collaboration stages, roadside sensors placement, latency compensation, performance-bandwidth trade-off, attack/defense, pose alignment, etc. Moreover, we conduct extensive experimental analyses to compare and examine current CP methods, revealing some essential and unexplored insights. Specifically, we analyze the performance changes of different methods under different bandwidths, providing a deep insight into the performance-bandwidth trade-off issue. Also, we examine methods under different LiDAR ranges. To study the model robustness, we further investigate the effects of various simulated real-world noises on the performance of different CP methods, covering communication latency, lossy communication, localization errors, and mixed noises. In addition, we look into the sim-to-real generalization ability of existing CP methods. At last, we thoroughly discuss issues and challenges, highlighting promising directions for future efforts. Our codes for experimental analysis will be public at https://github.com/memberRE/Collaborative-Perception.Comment: 19 page

Personal Guides: Heterogeneous Robots Sharing Personal Tours in Multi-Floor Environments

GidaBot is an application designed to setup and run a heterogeneous team of robots to act as tour guides in multi-floor buildings. Although the tours can go through several floors, the robots can only service a single floor, and thus, a guiding task may require collaboration among several robots. The designed system makes use of a robust inter-robot communication strategy to share goals and paths during the guiding tasks. Such tours work as personal services carried out by one or more robots. In this paper, a face re-identification/verification module based on state-of-the-art techniques is developed, evaluated offline, and integrated into GidaBot’s real daily activities, to avoid new visitors interfering with those attended. It is a complex problem because, as users are casual visitors, no long-term information is stored, and consequently, faces are unknown in the training step. Initially, re-identification and verification are evaluated offline considering different face detectors and computing distances in a face embedding representation. To fulfil the goal online, several face detectors are fused in parallel to avoid face alignment bias produced by face detectors under certain circumstances, and the decision is made based on a minimum distance criterion. This fused approach outperforms any individual method and highly improves the real system’s reliability, as the tests carried out using real robots at the Faculty of Informatics in San Sebastian show.This work has been partially funded by the Basque Government, Spain, grant number IT900-16, and the Spanish Ministry of Economy and Competitiveness (MINECO), grant number RTI2018-093337-B-I00

Conceptual Foundations of the Balanced Scorecard

David Norton and I introduced the Balanced Scorecard in a 1992 Harvard Business Review article (Kaplan & Norton, 1992). The article was based on a multi-company research project to study performance measurement in companies whose intangible assets played a central role in value creation (Nolan Norton Institute, 1991). Norton and I believed that if companies were to improve the management of their intangible assets, they had to integrate the measurement of intangible assets into their management systems. After publication of the 1992 HBR article, several companies quickly adopted the Balanced Scorecard giving us deeper and broader insights into its power and potential. During the next 15 years, as it was adopted by thousands of private, public, and nonprofit enterprises around the world, we extended and broadened the concept into a management tool for describing, communicating and implementing strategy. This paper describes the roots and motivation for the original Balanced Scorecard article as well as the subsequent innovations that connected it to a larger management literature.

Effective Strategies to Support Advocacy Campaigns: Considerations for Funders and Advocates

This report shares collected insights from funders and advocates across the country, in the hope that their observations will helpfully contribute to other funding and campaign efforts. The respondents noted that while considerable attention has been paid to factors informing the development of sound campaign strategy, comparatively less attention has been paid to the structural and operational issues that undergird successful campaign efforts. Our research accordingly focuses on these matters

Inviting a Hospital Healthcare Team to Change : A Framework for Building Capacity to Provide Intersectional, Trauma-Informed Care

This Organizational Improvement Plan is designed for Open Doors (a pseudonym), a Canadian hospital invested in providing stigma-free, social, and structural determinants-based care to patients who are marginalized from healthcare vis-à-vis previous experiences of exclusion and institutional trauma at healthcare settings. In the context of deepening scrutiny on healthcare institutions for their role in perpetuating systemic oppression and for failure to mitigate inequitable health outcomes for marginalized populations, Open Doors’ commitment to justice-centered care offers a compelling case study in hospital-based strategies for addressing health inequity. The specific Problem of Practice (PoP) addressed is the hospital’s care team’s limited capacity for providing trauma-informed care for patients from diverse communities who face complex, intersecting, and systemic barriers to hospital-based care. Broader systemic failures and contextual factors shaping this PoP are discussed and situated using organizational theory and the recent groundswell in literature on socially conscious caregiving. The need to instigate transformative, adaptive third order change to address the PoP is highlighted using transformative and adaptive leadership theories. Critical appreciative inquiry and dialogic change models are blended to propose a change framework that can mobilize such change within Open Doors’ context. Guided by the change framework and an evaluation-driven design process, a specific solution is detailed, namely, a patient-centered design and learning hub. A detailed change plan is presented, whereby patients, staff, community representatives and leaders are invited into a knowledge-based, dialogic process of co-creating intersectional, trauma informed practices to address a high-priority intersectional area of need for Open Doors. Keywords: healthcare change management; transformative leadership; health professions education; critical reflexivity; critical appreciation; evaluative thinkin

AI in Learning: Designing the Future

AI (Artificial Intelligence) is predicted to radically change teaching and learning in both schools and industry causing radical disruption of work. AI can support well-being initiatives and lifelong learning but educational institutions and companies need to take the changing technology into account. Moving towards AI supported by digital tools requires a dramatic shift in the concept of learning, expertise and the businesses built off of it. Based on the latest research on AI and how it is changing learning and education, this book will focus on the enormous opportunities to expand educational settings with AI for learning in and beyond the traditional classroom. This open access book also introduces ethical challenges related to learning and education, while connecting human learning and machine learning. This book will be of use to a variety of readers, including researchers, AI users, companies and policy makers