Ortelius Map of Africa

The “Presbiteri Iohannis Sive, Abissinorvm Imperii Descriptio,” or “Map of the Kingdom of Prester John,” is a work by Abraham Ortelius, a cartographer, cosmographer, and publisher who was born and died in Antwerp, Belgium. This map was published in the Theatrum Orbis Terrarum, or Theater of the World, “the first uniformly sized and systematically collected set of maps by different mapmakers which is acknowledged as the first atlas,” published c. 1570 and edited into a number of languages posthumously through 1612. The atlas contained 70 maps engraved by Frans Hogenberg on 53 folio sheets. [excerpt

Some Day When Dreams Come True

https://digitalcommons.library.umaine.edu/mmb-vp/6175/thumbnail.jp

Think Of The Girl Down Home

https://digitalcommons.library.umaine.edu/mmb-vp/6273/thumbnail.jp

Some Day When Dreams Come True

https://digitalcommons.library.umaine.edu/mmb-vp/6174/thumbnail.jp

Specialization and Variety in Repetitive Tasks: Evidence from a Japanese Bank

Sustaining operational productivity in the completion of repetitive tasks is critical to many organizations' success. Yet research points to two different work-design related strategies for accomplishing this goal: specialization to capture the benefits of repetition or variety to keep workers motivated and allow them to learn. In this paper, we investigate how these two strategies may bring different benefits within the same day and across days. Additionally, we examine the impact of these strategies on both worker productivity and workers' likelihood of staying at a firm. For our empirical analyses, we use two and a half years of transaction data from a Japanese bank's home loan application processing line. We find that over the course of a single day, specialization, as compared to variety, is related to improved worker productivity. However, when we examine workers' experience across days we find that variety, or working on different tasks, helps improve worker productivity. We also find that workers with higher variety are more likely to stay at the firm. Our results identify new ways to improve operational performance through the effective allocation of work.Job Design, Learning, Productivity, Specialization, Turnover, Variety, Work Fragmentation

Evaluation of Durable Pavement Striping

Roadway pavement markings, colloquially referred to as “striping”, can be made of various combinations of paint and reflective beads. In the interest of aligning Kentucky with the state-of-the-art durable pavement marking practices of other states, the Kentucky Transportation Cabinet (KYTC) developed a research study aimed at improving pavement marking specifications and practices. This study reviewed current practices, identified potential improvements, and performed a systematic evaluation in a controlled environment on both asphalt and concrete roads. The state evaluated high-build waterborne paint, extruded and spray thermoplastic, polyurea, and preformed plastic tape, as well as several bead packages including M247, Missouri blend, Utah blend, and some proprietary blends. As the main deliverable from this research, this report details the performance of various pavement marking materials in terms of retroreflectivity, durability, and expected lifespan. Then, it provides data-supported recommendations for improvements to Kentucky’s durable pavement marking specifications

Fluid Tasks and Fluid Teams: The Impact of Diversity in Experience and Team Familiarity on Team Performance

In this paper, we consider how the structures of tasks and teams interact to affect team performance. We study the effects of diversity in experience on a team's ability to respond to task changes, by separately examining interpersonal team diversity (i.e., differences in experience across the entire team) and intrapersonal team diversity (i.e., whether individuals on the team are more or less specialized). We also examine whether team familiarity - team members' prior experience working with one another - helps teams to better manage challenges created by task changes and greater interpersonal team diversity. Using detailed project- and individual-level data from an Indian software services firm, we find that the interaction of task-change with intrapersonal diversity is related to improved project performance, while the interaction of task-change with interpersonal diversity is related to diminished performance. Additionally, the interaction of team familiarity with interpersonal diversity is related to improved project performance in some cases. Our results highlight a need for more nuanced approaches to leveraging experience in team management.Diversity, Knowledge Work, Project Flexibility, Task Change, Team Familiarity

Variation in Experience and Team Familiarity: Addressing the Knowledge Acquisition-Application Problem

Prior work in organizational learning has failed to find a consistent effect of variation in experience on performance. While some studies find a positive relationship between these two variables, others find no effect or even a negative relationship. In this paper, we suggest that the differences in prior findings may be due to the failure to separate the processes of knowledge acquisition and knowledge application. While variation in experience may permit the acquisition of valuable knowledge, additional mechanisms may be necessary to enable the subsequent application of that knowledge in a team setting. We hypothesize that team familiarity - prior experience working with team members - may be such a mechanism. We use detailed project- and individual-level data from an Indian software services firm to examine the effects of team familiarity and variation in market experience on multiple measures of performance for over 1,100 software development projects Consistent with prior work, we find mixed results for the effect of variation in experience on performance. We do, however, see evidence of a moderating effect of team familiarity on the relationship between these two variables. Our paper identifies one mechanism for uniting knowledge acquisition and knowledge application and provides insight into how the management of experience accumulation affects the development of organizational capabilities.Experience, Knowledge, Software, Team Familiarity, Variation

Evaluation of Orange Pavement Striping for Use in Work Zones

Interstate widening projects are commonplace in Kentucky, and safety is of primary concern within the project work zone. Past experience with long work zones revealed two critical safety issues: driver confusion due to unclear pavement markings and a lack of continuous work zone signage for motorists indicating they are still within a work zone. This concern is heightened in transition and taper areas. Highly visible markings in an alternative color other than standard yellow or white might better distinguish the proper travel path for motorists and prevent drivers from returning to normal driving behavior and speeds once they get through the initial transition area. To address these safety issues, the research team applied orange edge and lane lines in a work zone and studied the effects on speed, crashes, and driver behavior. Due to retroreflectivity requirements, retroreflectometer data was also collected, and researchers gathered feedback from the public and contract/construction personnel. The results of testing orange pavement markings in one work zone offer evidence that further studies should be performed, but the study was not large enough to provide conclusive evidence that orange pavement markings should be regularly employed. Retroreflectivity thresholds of the markings can be met if a high-end bead package is used. Crashes increased with the use of orange pavement markings, but there was evidence that the crashes were less severe. Specifically, wet and nighttime crashes were reduced. The speed data collected in the study indicates that very few drivers lower their speed as they travel through a work zone, even when orange pavement markings are added as a reminder. The public opinion survey revealed positive results that indicate the public would be receptive to the use of orange pavement markings in future work zones