Determining WWW User's Next Access and Its Application to Pre-fetching

World-Wide Web (WWW) services have grown to levels where significant delays are expected to happen. Techniques like pre-fetching are likely to help users to personalize their needs, reducing their waiting times. However, pre-fetching is only effective if the right documents are identified and if user's move is correctly predicted. Otherwise, pre-fetching will only waste bandwidth. Therefore, it is productive to determine whether a revisit will occur or not, before starting pre-fetching. In this paper we develop two user models that help determining user's next move. One model uses Random Walk approximation and the other is based on Digital Signal Processing techniques. We also give hints on how to use such models with a simple pre-fetching technique that we are developing.CNP

Management: thesis, antithesis, synthesis

Increasingly, managers live in a world of paradox. For instance, they are told that they must manage by surrendering control and that they must stay on top by continuing to learn, thus admitting that they do not fully know what they do. Paradox is becoming increasingly pervasive in and around organizations, increasing the need for an approach to management that allows both researchers and practitioners to address these paradoxes. A synthesis is required between such contradictory forces as efficiency and effectiveness, planning and action, and structure and freedom. A dialectical view of strategy and organizations, built from four identifiable principles of simultaneity, locality, minimality and generality, enables us to build the tools to achieve such synthesis. Put together, these principles offer new perspectives for researchers to look at management phenomena and provide practitioners with a means of addressing the increasingly paradoxical world that they confront.dialectics, improvisation, paradox, synthesis

STRUCTURING FOR GLOCALIZATION: THE MINIMAL NETWORK

Globalization and localization seem to be opposite concepts – a thesis and its antithesis. Nonetheless, managers seem to be able to handle the paradox posed by these two contradicting tensions by enacting, via action, a synthesis that allows for the co-presence of a high level of global integration and local adaptation (instead of a compromise between both), which has been labeled glocalization. We discuss how the concept of improvisation allows this synthesis by developing the two poles that ground it, namely ‘glocal’ strategy and ‘glocal’ organization. Global advantage requires a dialectical capability that organizations rarely achieve, and the importance of which orthodox management theory rarely recognizes. JEL codes: