Do not forget: Full memory in memory-based learning of word pronunciation

Memory-based learning, keeping full memory of learning material, appears a viable approach to learning NLP tasks, and is often superior in generalisation accuracy to eager learning approaches that abstract from learning material. Here we investigate three partial memory-based learning approaches which remove from memory specific task instance types estimated to be exceptional. The three approaches each implement one heuristic function for estimating exceptionality of instance types: (i) typicality, (ii) class prediction strength, and (iii) friendly-neighbourhood size. Experiments are performed with the memory-based learning algorithm IB1-IG trained on English word pronunciation. We find that removing instance types with low prediction strength (ii) is the only tested method which does not seriously harm generalisation accuracy. We conclude that keeping full memory of types rather than tokens, and excluding minority ambiguities appear to be the only performance-preserving optimisations of memory-based learning.Comment: uses conll98, epsf, and ipamacs (WSU IPA

A model of growth and development in copepods

We present a model for the growth and development of copepods based on the simple assumption that a constant fraction of assimilated carbon is invested in the formation of a new carapace. The individual molts into the next stage when the weight of the accumulated carapace building bricks is a fixed fraction of the body mass at the beginning of the stage. This simple stage-transition coordinating system is built into an individual growth model. The model predicts decreasing stage duration and increasing body weight with increasing food concentrations. These trends closely agree with published data. Anisochronality, as found in many copepod species, agrees with model predictions. Acartia species usually show isochronal development. The model predicts isochronal development for one particular value of a parameter of the feeding process. Literature data show that this parameter value is realistic for Acartia spp. ''Equiproportionality'' is predicted by the model. The model thus shows close agreement with observed growth and development pattern

Transition Processes Towards Internal Networks

As a result of many changes in the competitive landscape, knowledge has become a crucial resource of firms, which has impelled firms to change their forms of organizing. Evidence suggests that internal networks, as such an alternative form of organizing, progress to emerge to facilitate the organization and management of knowledge. Insights into how firms actually change into internal networks have been sparse, however. On the basis of three case studies conducted at Rabobank-one at the group level, one at the local member banks, and one at the business unit Spectrum-this paper furnishes this lack of inquiry with new insights. The evidence illustrates that when firms change into internal network forms of organizing, horizontal knowledge flows between subunits are facilitated.differential paces of change;internal networks;knowledge flows

Creation of Managerial Capabilities Through Managerial Knowledge Integration

The purpose of this paper is to develop a conceptual framework of managerial knowledge integration and to illustrate the framework for three levels of management: front-line, middle, and top management. Based on the framework, propositions will be derived relating managerial knowledge integration with the creation of managerial capabilities and a firm's managerial competences.managerial knowledge integration;managerial capabilities and competences;levels of management

Creating the N-Form Corporation as a Managerial Competence

This paper discusses key properties of the N-form corporation or internal network forms of organizing from three mutually related perspectives: structure, knowledge flows and management processes. To operationalize knowledge flows, a key property of N-forms, the paper suggests a new measure, the H/V ratio, to empirically assess the configuration of knowledge flows. The argument is illustrated by a case study of a firm showing that top management's perception about having an internal network contradicts with reality as vertical knowledge flows appear to dominate the horizontal ones. The managerial competence required for creating internal networks aimed at knowledge creation and sharing will be discussed.internal networks;knowledge flows;N-form Corporation;Organizational forms;managerial competence

Coping with Problems of Understanding in Interorganizational Relationships: Using Formalization as a Means to make Sense

Research into the management of interorganizational relationships has hitherto primarily focused on problems of coordination, control and to a lesser extent, legitimacy. In this article, we assert that partners cooperating in such relationships are also confronted with ‘problems of understanding’. Such problems arise from differences between partners in terms of culture, experience, structure and industry, and from the uncertainty and ambiguity that participants in interorganizational relationships experience in early stages of collaboration. Building on Karl Weick’s theory of sensemaking, we advance that participants in interorganizational relationships use formalization as a means to make sense of their partners, the interorganizational relationships in which they are engaged and the contexts in which these are embedded so as to diminish problems of understanding. We offer a systematic overview of the mechanisms through which formalization facilitates sensemaking, including: (1) focusing participants’ attention; (2) provoking articulation, deliberation and reflection; (3) instigating and maintaining interaction; and (4) reducing judgment errors and individual biases, and diminishing incompleteness and inconsistency of cognitive representations. In this way, the article contributes to a better understanding of the relationships between formalization and sensemaking in collaborative relationships, and it carries Karl Weick’s thinking on the relationship between sensemaking and organizing forward in the context of interorganizational management.Formalization;Sensemaking;Interorganizational Cooperation;Understanding