Reuse remix recycle: repurposing archaeological digital data

Preservation of digital data is predicated on the expectation of its reuse, yet that expectation has never been examined within archaeology. While we have extensive digital archives equipped to share data, evidence of reuse seems paradoxically limited. Most archaeological discussions have focused on data management and preservation and on disciplinary practices surrounding archiving and sharing data. This article addresses the reuse side of the data equation through a series of linked questions: What is the evidence for reuse, what constitutes reuse, what are the motivations for reuse, and what makes some data more suitable for reuse than others? It concludes by posing a series of questions aimed at better understanding our digital engagement with archaeological data

Comparing Forward-Error Correction and DNS

Many statisticians would agree that, had it not been for web browsers, the development of sim- ulated annealing might never have occurred. Given the trends in relational technology, analysts predictably note the synthesis of multi-processors. We describe an analysis of digital- to-analog converters, which we call DurPurdah

Harnessing Erasure Coding Using Embedded Archetypes

Many analysts would agree that, had it not been for digital-to-analog converters, the study of the partition table might never have occurred. In this paper, we verify the refinement of object-oriented languages, demonstrates the compelling importance of e-voting technology. We introduce a novel system for the refinement of write-ahead logging, which we call Sinuosity

The Shape of Digital Transformation: A Systematic Literature Review

Digital market has never been so unstable due to more and more demanding users and new disruptive competitors. CEOs from most of industries investigate digitalization opportunities. Through a Systematic Literature Review, we found that digital transformation is more than just a technological shift. According to this study, these transformations have had an impact on the business models, the opera- tional processes and the end-users experience. Considering the richness of this topic, we had proposed a research agenda of digital transformation in a managerial perspective

Cambridge University Libraries Annual Report 2019-2020

During the Covid-19 pandemic of 2020, our reliance on technology and the digital world has never been greater. Just as Cambridge University Libraries have worked to recover our physical services, so have we grown our library offer online, responding to both the University’s and society’s need to facilitate teaching, learning and research. Our latest Annual Report celebrates the amazing digital collections of Cambridge University Library, which we, as one of the world’s great libraries and research collections, make available to a global audience. There has also been much to celebrate away from our collective response to the pandemic - we have seen the one millionth book deposited in our Ely store; the UL’s Special Collections recognized as being of ‘outstanding international importance’; and we celebrated the impact and legacy of Women at Cambridge over centuries

The State Education Agency: At the Helm, Not the Oar

Never before has more been asked of State Education Agencies (SEAs), commonly known as state departments of education. In recent years, policymakers at the state and federal level have viewed the SEA as the default entity for implementing new and sweeping K -- 12 initiatives -- everything from Race to the Top grants and ESEA waivers to teacher evaluation reform and digital learning. But SEAs were designed -- and evolved over decades -- to address a relatively narrow set of tasks: distributing state and federal dollars, monitoring the use of these funds, and overseeing the implementation of federal and state education programs. They were not created -- nor have they developed the core competencies -- to drive crucial reforms. Accordingly, we argue that despite the best efforts of talented, energetic leaders, SEAs will never be able to deliver the reform results we need. But there is an alternative. We should view the SEA through the lens of Reinventing Government (1993), the path-breaking book by David Osborne and Ted Gaebler. In short, Osborne and Gaebler call for state agencies to "steer" more and "row" less. Here, we call for federal and state leaders to apply their thesis to SEAs, scaling back the tasks SEAs perform and empowering nongovernmental organizations to take up the slack. We offer the "4Cs" model (control, contract, cleave, and create) for rethinking state-level K -- 12 reform work. In practice, this means pursuing activities on two parallel tracks. On one, we should make the SEA a far leaner organization, able to execute a narrow set of activities. On the other, we should foster the growth of a new state-level reform ecosystem composed of a range of entities -- primarily independent public entities or nonprofits -- able to carry out key reforms

Changing the Channel - From Face to Face to Digital Space: Framing the Foundations of Video Based Presentation & Meeting Channels

Effective presentation skills never go out of style, however, the channel by which we deliver presentations has been rapidly changing over the past two decades. Technological developments have made it easier to bring audiences together in virtual spaces and as a result, more and more presentations are taking place every day through digital channels. The cornerstones of effective and engaging presentations have remained the same for hundreds of years, but digital presentation and meeting channels bring both new challenges and opportunities that need to be examined in order to ensure we as a field are applying and teaching the best practices for this new channel. While some face-to-face presentation skills and best practices carry over to the digital world, there are new and unique practices that must be considered when attempting to engage digital audiences. The primary aim of this manuscript is to provide presenters and facilitators an overview of the unique opportunities and challenges that digital channels present along with details on the best practices and approaches for engaging digital audiences in an effective manner. An examination of future challenges for training and coaching presenters within these digital channels is also discussed