69 research outputs found
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3D and multimedia on the information superhighway.
YesWhat has generated the unprecedented
fascination with the Internet? What
future lies ahead for computing as the Internet and its
associated infrastructure expand? Will the network be
able to cope with rising demands for carrying capacity
and response speed? Will it change the way scientists,
designers, artists, computer professionals, and home
users work in the future? These are some of the wideranging
questions being asked about the Internet and
World Wide Web
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Digital media
YesDevelopments and advances in information
and communications technology are
boosting a convergence of computing, media, and
telecommunications. This is dramatically affecting
every aspect of society from technology designers and
content creators to users. The design-to-product cycle
time continues to decrease as new markets open up,
and windows of opportunity exist for those who can
move fast and make the right connections. Challenges
and opportunities exist in each area of the convergence,
but one thing is here to stay: being digital
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Computer animation for virtual humans.
YesAdvances in computer animation techniques
have spurred increasing levels of
realism and movement in virtual characters that closely
mimic physical reality. Increases in computational
power and control methods enable the creation of 3D
virtual humans for real-time interactive applications.
Artificial intelligence techniques and autonomous
agents give computer-generated characters a life of
their own and let them interact with other characters
in virtual worlds. Developments and advances in networking
and virtual reality (VR) let multiple participants
share virtual worlds and interact with
applications or each other
Examples of the Impact of Collaboration in Creative and Technological Practices
Over recent years, the creative industries have continued to flourish, especially in the UK, where its economic growth and impact has bucked trends of national decline. One of the most identifiable characteristics of the creative industries is the range and diversity of people who work in the field. As such, it includes employees from many disciplines working in collaboration to achieve organizational goals. It is this creative collaboration, with a rich level of technological support in the background, which is the focus of discussion. This article describes an analysis of collaborative practices, followed by the formation of a model that attempts to capture and explain the relationship between the key features. This model is then applied as a lens to a small case study of 63 technology–related employees' perceptions of their employer in three successful companies who were in the top 5 of the 2017 Fortune 500 list, with the intention of determining how well their experiences map to the model. It was found that the six characteristics of the model were evident in each of the three organizations studied, but that one feature, organizational support, seemed to be more prevalent than the others. Consideration, via a second case study, is then given to creative multidisciplinary work, specifically in the field of crowd–accelerated development and the factors that surround it, leading us to devise a set of recommendations as to how future successful creative collaborations might be assessed and valued, along with a discussion of questions that have been identified for additional research and exploration. This is an extended version of a paper published at the Cyberworlds 2015 international conference
Knowledge Exchange, Technology Transfer and the Academy
NoThe relationship between the academy and the business community is currently perceived to be
important to the future of both parties. Universities provide graduates to meet the needs and
requirements of society and industry, and the latter supplies products and services to meet the needs of
the market place. Whether public or private, industry increasingly seeks to use tools and techniques
that increase efficiency and effectiveness, whilst at the same time maximizing quality and minimizing
cost. The current trend towards companies outsourcing their R & D requirements to reduce corporate
overheads and optimize staffing levels means that Universities can utilize the opportunity and bid to
supply this expertise. Universities also generate their own spin-outs from intellectual property they
create, as well as licensing technology to industry, rather than transferring it. However, the
relationship between university and industry is not without its challenges, chief of which is the
historical commitment of the academy to advance knowledge whether it is directly applicable or not.
In addition, there are many fundamental and important long term research issues that many would
argue are the primary duty of the academy to address, which may have no direct application in the
short to medium term. This is resulting in increasing tensions in the academy, and in the priorities for
national and international funding agencies. There can also be significant cultural differences and
reward models between the academy and industry which give rise to difficult issues for staff at the
interface. This chapter reviews the current developments and the issues at the interface between
business and the academy
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