Duality Symmetry and the Cardy Limit

We study supersymmetric and non-supersymmetric extremal black holes obtained in Type IIA string theory compactified on K3 X T^2, with duality group O(6,22,Z) X SL(2,Z). In the Cardy limit an internal circle combines with the AdS_2 component in the near horizon geometry to give a BTZ black hole whose entropy is given by the Cardy formula. We study black holes carrying D0-D4 and D0-D6 brane charges. We find, both in the supersymmetric and non-supersymmetric cases, that a generic set of charges cannot be brought to the Cardy limit using the duality symmetries. In the non-supersymmetric case, unlike the supersymmetric one, we find that when the charges are large, a small fractional change in them always allows the charges to be taken to the Cardy limit. These results could lead to a microscopic determination of the entropy for extremal non-supersymmetric black holes, including rotating cases like the extreme Kerr black hole in four dimensions.Comment: 46 pages, Latex, Some comments added in Introduction and Conclusions. Minor changes made in sections 3.4 and

Azimuthal correlations of D-mesons in pp+pp and pp+Pb collisions at LHC energies

We study the correlations of D mesons produced in $p$+$p$ and $p$+Pb collisions. These are found to be sensitive to the effects of the cold nuclear medium and the transverse momentum ($p_T$) regions we are looking into. In order to put this on a quantitative footing, as a first step we analyse the azimuthal correlations of D meson-charged hadron(Dh), and then predict the same for D meson -anti D meson ($D\overline{D}$) pairs in $p$+$p$ and $p$+Pb collisions with strong coupling at leading order $\cal{O}$($\alpha_{s}^{2}$) and next to leading order $\cal{O}$($\alpha_{s}^{3}$) which includes space-time evolution (in both systems), as well cold nuclear matter effects (in $p$+Pb). This also sets the stage and baseline for the identification and study of medium modification of azimuthal correlations in relativistic collision of heavy nuclei at the Large Hadron Collider.Comment: 12 pages, 4 figure

Digital Best Practices in RIE Bhopal Library: Engaging Users with Transformative Library Solutions during Covid-19 Pandemic

Pandemic COVID-19 has severely affected all walks of life for last two years and still continuing. During the pandemic academic libraries played an important role in providing resources and services to students and teachers using digital technologies in innovative ways. This paper highlights how the digital best practices followed by the RIE Bhopal library came into force in providing various services to its users during the crisis time. The paper also describes the best practices followed in the Institute library for providing various services to users at home with the hardware, software, Internet and social network platforms available in the Institute library system. Among the best digital practices of the library, use of Open Source software in different operations, remote access to e-resources, Digital Document Delivery Service, e-mail alert service, Institutional Repository, etc. are a few. Decade long use of technologies experienced to say that the innovative ways of using digital technologies increases the quality of services, sets benchmark and ultimately brings elevation in the image of the library among the user community. In time to come, these digital best practices will definitely help the Institute library and motivate other libraries to meet the information requirements of users in best possible way

Organizational Knowledge Management practices for better Library and Information Services

Abstract Library and Information unit of any organization, as profession within profession, runs independently, is managed separately, and serves information universally. Its management is unique and universal, which forms its identity although attached to any organization. The entire process of management of library goes parallel to the management of the parent organization, but not conflicting with it. Library receives information from the organization and contributes knowledge to the organization for its better services and products. The library management unit has to act independently, think separately, show effectiveness, and manage the unit as a small organization within a large organization. Organizational Knowledge is the knowledge specific to the organization; it is generally gained by being attached to the organization. When group knowledge from several sub-units or groups is combined and used to create new knowledge, can be called as organizational knowledge. Organizational Knowledge Management is managing the organization’s knowledge through systematically acquiring, organizing, sustaining, applying, sharing and renewing both the tacit and explicit knowledge of employees to enhance organizational performance. Knowledge Management must manage organizational knowledge storage and retrieval capabilities, and create an environment conducive to learning and knowledge sharing. It is about making sure that an organization can learn, and that it will be able to retrieve and use its knowledge assets in current applications as they are needed. Library as a sub-part of the organization should determine the knowledge necessary for the operation of processes for products and services of the parent organization. The Information services and products of the library, which are the outcome of its internal Knowledge Management system, are used as information inputs for the Organizational Knowledge Management System of the whole organization. The basic goal of knowledge management within libraries is to leverage the available knowledge that may help librarians to carry out their tasks more efficiently and effectively. Knowledge management is a viable means in which libraries could improve their services in the present knowledge era and can help transform the library into a more efficient, knowledge sharing organization. Most knowledge management practices in use are; partnerships with other libraries, consortium formation, knowledge sharing, collaborative work, team creation, regular staff interaction, promotion of organization culture, motivation of staff for innovations, ICT applications, etc. This paper aims to give an outline of Organizational Knowledge Management and its role in libraries and relevance for Library and Information Science professionals. The paper is able to demonstrate that Organizational Knowledge Management is a key driver of library performance