A Double Classification of Common Pitfalls in Ontologies

The application of methodologies for building ontologies has improved the ontology quality. However, such a quality is not totally guaranteed because of the difficulties involved in ontology modelling. These difficulties are related to the inclusion of anomalies or worst practices in the modelling. In this context, our aim in this paper is twofold: (1) to provide a catalogue of common worst practices, which we call pitfalls, and (2) to present a double classification of such pitfalls. These two products will serve in the ontology development in two ways: (a) to avoid the appearance of pitfalls in the ontology modelling, and (b) to evaluate and correct ontologies to improve their quality

Testimony of Brian Campbell, Attorney, International Labor Rights Forum, for the Public Hearing to Collect Information to Assist in the Development of the List of Goods from Countries produced by Child Labor or Forced Labor

This document is part of a digital collection provided by the Martin P. Catherwood Library, ILR School, Cornell University, pertaining to the effects of globalization on the workplace worldwide. Special emphasis is placed on labor rights, working conditions, labor market changes, and union organizing.ILRF_DolTestimony_2008.pdf: 46 downloads, before Oct. 1, 2020

(The Impossibility of) Acting upon a Story That We Can Believe

The historical sensibility of Western modernity is best captured by the phrase “acting upon a story that we can believe.” Whereas the most famous stories of historians facilitated nation-building processes, philosophers of history told the largest possible story to act upon: history itself. When the rise of an overwhelming postwar skepticism about the modern idea of history discredited the entire enterprise, the historical sensibility of “acting upon a story that we can believe” fell apart to its constituents: action, story form, and belief in a feasible future outcome. Its constituent parts are nevertheless still hold, either separately or in paired arrangements. First, believable stories are still told, but without an equally believable future outcome to facilitate. Second, in the shape of what I call the prospect of unprecedented change, there still is a feasible vision of a future (in prospects of technology and the Anthropocene), but it defies story form. And third, it is even possible to upon that feasible future, but such action aims at avoiding worst case scenarios instead of facilitating best outcomes. These are, I believe, features of an emerging postwar historical sensibility that the theory and philosophy of history is yet to understand

From Professional Business Partner to Strategic Talent Leader : What’s Next for Human Resource Management

The HR profession is at a critical inflection point. It can evolve into a true decision science of talent, and aspire to the level of influence of disciplines such as Finance and Marketing, or it can continue the traditional focus on support services and program delivery to organizational clients. In this paper, we suggest that the transition to a decision science is essential and not only feasible, but historically predictable. However, we show that making the transition is not a function of achieving best-practice professional practices. Rather, it requires developing a logical, deep and coherent framework linking organizational talent to strategic success. We show how the evolution of the decision sciences of Finance and Marketing, out of the professional practices of Accounting and Sales, provide the principles to guide the evolution from the current professional practice of HR, to the emerging decision science of talentship