Privatization-Safe Transactional Memories

Transactional memory (TM) facilitates the development of concurrent applications by letting the programmer designate certain code blocks as atomic. Programmers using a TM often would like to access the same data both inside and outside transactions, and would prefer their programs to have a strongly atomic semantics, which allows transactions to be viewed as executing atomically with respect to non-transactional accesses. Since guaranteeing such semantics for arbitrary programs is prohibitively expensive, researchers have suggested guaranteeing it only for certain data-race free (DRF) programs, particularly those that follow the privatization idiom: from some point on, threads agree that a given object can be accessed non-transactionally. In this paper we show that a variant of Transactional DRF (TDRF) by Dalessandro et al. is appropriate for a class of privatization-safe TMs, which allow using privatization idioms. We prove that, if such a TM satisfies a condition we call privatization-safe opacity and a program using the TM is TDRF under strongly atomic semantics, then the program indeed has such semantics. We also present a method for proving privatization-safe opacity that reduces proving this generalization to proving the usual opacity, and apply the method to a TM based on two-phase locking and a privatization-safe version of TL2. Finally, we establish the inherent cost of privatization-safety: we prove that a TM cannot be progressive and have invisible reads if it guarantees strongly atomic semantics for TDRF programs

Leadership style in knowledge-based culture: The competitive advantage approach

In nowadays economy, knowledge becoming the primary bases of core competency and key to superior performance. Several reasons are advanced for the implementation of knowledge management (KM) within companies. These includes of the widespread digitalisation of business environments; the rise of time-based competition that require firms to learn as much as possible in very short periods; the globalization of operations; and the high incidence of mergers and takeovers. Thus, for these reasons, it is crucial for a company to explore any factors that can enhance the knowledge-based organization. The proper way in managing the knowledge will lead to firm’s competitive advantage achievement. In this paper, the leadership styles as important factors in enhance the practices of knowledge-based culture will be the main focused. Specifically, this paper is to address three main objectives. First objective is to discuss the important of leadership styles in association to organizational learning culture, the most excellent principal in order to manage and value knowledge. Secondly, this paper will explain the important of leadership styles in firm’s competitive advantage achievement. And lastly, this paper will further discuss the important of leadership role in inter-firm settings and it relationship to competitive advantage

Transformational Leadership: Building an Effective Culture to Manage Organisational Knowledge

This paper reviews the current literature of management to indicate how transformational leaders contribute to organisational knowledge by building an effective culture. The paper is based on a review of leadership theories, organisational knowledge, organisational culture and the integration of concepts from the knowledge-based view of the firm. This review also indicates that to develop organisational knowledge transformational leaders act as change agents who influence organisational culture which can in turn mediate the relationship between transformational leadership and organisational knowledge

LIPIcs

Union-Find (or Disjoint-Set Union) is one of the fundamental problems in computer science; it has been well-studied from both theoretical and practical perspectives in the sequential case. Recently, there has been mounting interest in analyzing this problem in the concurrent scenario, and several asymptotically-efficient algorithms have been proposed. Yet, to date, there is very little known about the practical performance of concurrent Union-Find. This work addresses this gap. We evaluate and analyze the performance of several concurrent Union-Find algorithms and optimization strategies across a wide range of platforms (Intel, AMD, and ARM) and workloads (social, random, and road networks, as well as integrations into more complex algorithms). We first observe that, due to the limited computational cost, the number of induced cache misses is the critical determining factor for the performance of existing algorithms. We introduce new techniques to reduce this cost by storing node priorities implicitly and by using plain reads and writes in a way that does not affect the correctness of the algorithms. Finally, we show that Union-Find implementations are an interesting application for Transactional Memory (TM): one of the fastest algorithm variants we discovered is a sequential one that uses coarse-grained locking with the lock elision optimization to reduce synchronization cost and increase scalability

Knowledge Sharing and the Psychological Contract: Managing Knowledge Workers across Different Stages of Employment

Purpose – An employee’s willingness to share knowledge may be contingent on whether the organization equitably fulfills its reward obligations. This paper seeks to examine how managers and organizations can be vehicles for managing psychological contract perceptions favoring knowledge sharing among current employees, newcomers, and applicants. Design/methodology/approach – The authors propose an integrative model to discuss psychological contract issues within each stage of employment and HRM initiatives that can encourage knowledge-sharing behaviors. Findings – The implicit psychological contracts that often influence knowledge worker attitudes for sharing knowledge are easy to overlook and challenging to manage. Managers must properly assess the nature of psychological contracts maintained by such workers so that knowledge-sharing messages address employees’ key motivators. Different psychological contracts exist at various stages of employment. Several prescriptions for effectively managing each type of psychological contract and reducing perceptions of PC breach were offered. Research limitations/implications – Empirical studies should seek to investigate whether different psychological contracts actually exist within a field setting. In addition, how workers move between transitional, transactional, balanced and relational psychological contracts should be empirically examined. Originality/value – The authors sought to better understand the different psychological contract perceptions of knowledge workers at various stages of employment, which has not been done to date. Such workers are keenly aware of the impact of their knowledge and effective management for sharing rather than hoarding becomes a critical success factor for knowledge-intensive organizations

Earning the Right to Lead in Defining Moments: The Act of Taking Leadership

True leaders emerge and earn their right to lead — not as a result of an organization’s day-to-day activities — but through courageous acts exhibited during the organization’s defining moments, whether such moments be characterized as stable or disastrous. Remaining strong and steadfast in testy situations while demonstrating the ability to bond to earn the trust of others are the predominant emotional and interpersonal characteristics on display when a leader earns his or her right to lead

Culture, Wellness, and World “PEaCE”: An Introduction to Person-Environment-and-Culture-Emergence Theory

Human experience cannot be separated from culture. Yet, distance remains between psychology’s acknowledgement of the importance of culture, and its consistent integration into psychological theory, research, and practice. Person-Environment-and-Culture-Emergence (PEaCE) Theory, an integrative, complex systems approach, is introduced to facilitate conceptualization of individual and collective wellness outcomes. It draws primarily upon cultural and community psychologies in the context of a broad humanistic orientation that holds the dignity, humanity, and interconnectedness of all persons of the world as its core value. The “Being-in-Culture-in-the-World” Transactional Field represents the infinite and complex interrelationships between multidimensional biopsychorelational (person), socioecological (environment), and cultural systems that are in ongoing and dynamic transaction. Positive (e.g., thriving, well-being) and negative (e.g., dysfunction, disease) wellness outcomes are conceptualized as emergent properties of the activity of the transactional field. PEaCE Theory is informed by a large and diverse body of conceptual and empirical literature, both within and outside of psychology (e.g., public health, cultural studies), that converge in their insistence on the critical role of culture and context for understanding human experience and improving the health of persons, relationships, communities, and nations. PEaCE Theory will require ongoing testing and refinement towards its aim of transdisciplinary and global relevance