Distributed Object Medical Imaging Model

Abstract- Digital medical informatics and images are commonly used in hospitals today,. Because of the interrelatedness of the radiology department and other departments, especially the intensive care unit and emergency department, the transmission and sharing of medical images has become a critical issue. Our research group has developed a Java-based Distributed Object Medical Imaging Model(DOMIM) to facilitate the rapid development and deployment of medical imaging applications in a distributed environment that can be shared and used by related departments and mobile physiciansDOMIM is a unique suite of multimedia telemedicine applications developed for the use by medical related organizations. The applications support realtime patients’ data, image files, audio and video diagnosis annotation exchanges. The DOMIM enables joint collaboration between radiologists and physicians while they are at distant geographical locations. The DOMIM environment consists of heterogeneous, autonomous, and legacy resources. The Common Object Request Broker Architecture (CORBA), Java Database Connectivity (JDBC), and Java language provide the capability to combine the DOMIM resources into an integrated, interoperable, and scalable system. The underneath technology, including IDL ORB, Event Service, IIOP JDBC/ODBC, legacy system wrapping and Java implementation are explored. This paper explores a distributed collaborative CORBA/JDBC based framework that will enhance medical information management requirements and development. It encompasses a new paradigm for the delivery of health services that requires process reengineering, cultural changes, as well as organizational changes

A Review on Energy Consumption Optimization Techniques in IoT Based Smart Building Environments

In recent years, due to the unnecessary wastage of electrical energy in residential buildings, the requirement of energy optimization and user comfort has gained vital importance. In the literature, various techniques have been proposed addressing the energy optimization problem. The goal of each technique was to maintain a balance between user comfort and energy requirements such that the user can achieve the desired comfort level with the minimum amount of energy consumption. Researchers have addressed the issue with the help of different optimization algorithms and variations in the parameters to reduce energy consumption. To the best of our knowledge, this problem is not solved yet due to its challenging nature. The gap in the literature is due to the advancements in the technology and drawbacks of the optimization algorithms and the introduction of different new optimization algorithms. Further, many newly proposed optimization algorithms which have produced better accuracy on the benchmark instances but have not been applied yet for the optimization of energy consumption in smart homes. In this paper, we have carried out a detailed literature review of the techniques used for the optimization of energy consumption and scheduling in smart homes. The detailed discussion has been carried out on different factors contributing towards thermal comfort, visual comfort, and air quality comfort. We have also reviewed the fog and edge computing techniques used in smart homes

Cultural universality versus particularity within e-CRM systems: a special case of information systems

Cultural factors are often identified as a crucial influence on the success or failure of Information Systems in general and Electronic Customer Relationship Management Systems (eCRM) in particular. Several researchers have suggested ways in which management can accommodate these factors or solve the problem they pose. This paper attempts to go one step beyond management measures and ask whether there is a theoretical foundation on which one can base the mutual influence of culture on eCRM. There is a lack of pervious literature on the impact of culture differences on eCRM systems. A normative literature review on the impact of culture on different types of Information Systems has been done to explore different cultural factors that might influence eCRM systems as an application of Information Systems. The authors highlight the cultures factors in macro and micro level that have been investigated in the literature of Information systems. At the macro level, it is necessary to consider the differences at a national level. The differentiating characteristics will include: organizational structures, function and process oriented views, supervisory control mechanisms etc. Micro level considerations will be at the individual level and will include human responses to organizational change, cultural acceptability of different organizational structures etc. The authors propose a framework of cultural concerns for management of eCRM systems within multinational environment organizations. This framework will be tested in future research and will be modified according to the results

Understanding and engaging informal justice

Engagement with informal justice systems in developing countries has emerged as a major policy priority for donor nations such as the Netherlands. This interest reflects practical realities. After all, in the developing world, an estimated eighty to ninety per cent of disputes are handled outside the state justice system (Albrecht and Kyed 2010: 1). In countries with weak institutions or that are prone to conflict, informal justice can be particularly prominent because state courts cannot or will not consistently uphold the law. Thus, engagement with informal justice constitutes a vital area of engagement for both domestic and international policymakers seeking to produce tangible changes in how justice is actually experienced. However, it is also an area fraught with risks. This working paper seeks to examine potential engagement by domestic and international actors with local informal justice systems. It consists of three main sections. The first section examines the nature of informal justice. It highlights some common advantages and disadvantages of those systems. Part two examines four donor relevant case studies with high levels of legal pluralism where most disputes are settled through informal mechanisms. The cases span from conflict prone states where the governing authority is actively contested to more consolidated democracies. They are designed to cover a wide array of potential settings, drawing on places of ongoing conflict (Afghanistan) and a polity teetering on the brink of major conflict (South Sudan). The case studies also include an example that enjoys stable and legitimate governance, but a democratic deficit (Rwanda) as well as a democratic state that faces serious economic, political, and judicial challenges (Ghana). The final section offers some general insights based on the examined cases. Most notably, it outlines the major policy options available as well as some key issues to consider

The Socio-Cultural aspects of management control system in Chinese business firm

This paper attempts to outline the achievement of the studies of socio- cultural aspects in Management Control System with specific reference to the Chinese business firm. Rather than relying upon the Hofstede's positivistic psychological cultural dimensions in analysing the area, a more anthropological view of culture is used to obtain richer understanding of the correlation between culture, society and organisational control. Finally, the paper also points out an alternative perspective in studying this area, i.e the perspective of ethnicity. It is argued that such a perspective may offer a richer analysis of the socio-cultural aspects

After outsourcing – the outsourced unit: Dependence, capabilities and strategy

Outsourcing is in this study defined as the transfer of responsibility and activities, including relevant assets and resources, from a user to a legally separate party, that becomes a vendor to the user. An outsourcer transfers activities to an outsourced unit. The situation of the outsourced unit becomes problematic in its provision of goods or services to both the outsourcer and other buyers. Specifically, the outsourced unit after outsourcing has ample and tight bonds to the outsourcer and there is a need to strike a balance between dependence and independence towards the outsourcer. The investigated problem reported in this article is: How can the outsourced unit strategically handle its situation after the outsourcing? Issues at stake for the outsourced unit are: How to hand le dependence on the outsourcer. How to use and develop competitive advantages, capabilities and resources. How to develop and implement business strategy. Dependence can reside in asset specificity: Relationships with the outsourcer and business partners, need for the exchange partner’s competence, joint governance systems, the relative volume of goods/services provided and/or specialization of goods/services towards the exchange partner. The structure of the market may make it more or less possible to substitute one exchange partner for another. For sustainable competitive advantage, the possession of or access to strategic capabilities and resources is needed, which the outsourced unit accumulates and deploys. The firm must meet the demand with a supply based on its capabilities and resources. The outsourced unit obviously starts with resources collected and capabilities developed by the out sourcer. It is its management’s task to identify and muster the resources and strategic capabilities of the firm. Inherited capabilities and resources may thus need to be developed into capabilities that are important for the outsourcer’s new role and position. In two in-depth cases outsourced units are studied with focus on dependence on the outsourcer, the units’ guiding competitive advantages, their capabilities and resources. Two distinct strategies are identified. A strategy of conjunction with the outsourcer is to make use of competitive advantages, align capabilities and resources towards the outsourcer’s needs and to build on dependence by holding specific assets of interest for the outsourcer. A strategy of disjunction implies reducing dependence on the outsourcer by seeking new alliances and markets outside the outsourcer-outsourced relation. Disharmony with either of the strategies is discussed as a reason for strategic change.Outsourcing; business relations; strategy