THE DESIGN AND ANALYSIS OF EXPERIMENTS. By Oscar Kempthorne. New York, John Wiley and Sons, Inc., 1952. 631 pp. $8.50. This book by a teacher of statistics (as well as a consultant for \"experimenters\") is a comprehensive study of the philosophical background for the statistical design of experiment. It is necessary to have some facility with algebraic notation and manipulation to be able to use the volume intelligently. The problems are presented from the theoretical point of view, without such practical examples as would be helpful for those not acquainted with mathematics. The mathematical justification for the techniques is given. As a somewhat advanced treatment of the design and analysis of experiments, this volume will be interesting and helpful for many who approach statistics theoretically as well as practically. With emphasis on the \"why,\" and with description given broadly, the author relates the subject matter to the general theory of statistics and to the general problem of experimental inference. MARGARET J. ROBERTSON

The Design and Analysis of Experiments

https://www.uio.no/studier/emner/matnat/ifi/INF5181/h15/articles-teamwork/mathieu_etal_2008_team-effectiveness-1997_2007_a_review_of_advancements_and_a_glimpse_into_the_future.pdf

Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future:

Despite hospitality and tourism researchers’ recent attempts on examining different aspects of online word-of-mouth [WOM], its impact on hotel sales remains largely unknown in the existing literature. To fill this void, we conduct a study to empirically investigate the impact of online consumer-generated reviews on hotel room sales. Utilizing data collected from the largest travel website in China, we develop a fixed effect log-linear regression model to assess the influence of online reviews on the number of hotel room bookings. Our results indicate a significant relationship between online consumer reviews and business performance of hotels.

The impact of online user reviews on hotel room sales [Summary]

Group Process and Productivity

Arthur Chickering is Distinguished Professor of Higher Education at Memphis State University. On leave from the Directorship of the Center for the Study of Higher Education at Memphis State, he is Visiting Professor at George Mason University. Zelda Gamson is a sociologist who holds appointments at the John W. McCormack Institute of Public Affairs at the University of Massachusetts-Boston and in the Center for the Study of Higher and Postsecondary Education at the University of Michigan.

Seven Principles for Good Practice in Undergraduate Education: Faculty Inventory. Institutional Inventory.

Researchers have studied interpersonal interventions as a means of increasing the performance of work teams. However, for short-term teams working on contrived tasks of short duration—a combination common in research studies—interpersonal interventions do not seem to affect team performance as much as task interventions. Yet, for short-term teams working on real tasks of longer duration and for ongoing teams, the effects of interpersonal interventions on team performance are more positive. This article presents a temporal framework of teams and tasks that predicts the expectation of benefit, which in turn mediates the effectiveness of interpersonal interventions on team performance.

https://lib.dr.iastate.edu/cgi/viewcontent.cgi?article=1003&context=scm_pubs

Teams and Tasks A Temporal Framework for the Effects of Interpersonal Interventions on Team Performance

Cloud--computing is quickly becoming a useful collaboration tool in businesses and universities. This paper describes one of the first empirical studies comparing outcomes of collaboration using cloud computing with traditional collaboration systems. For collaboration tasks, participants’ ratings for cloud computing systems were significantly higher than ratings for traditional collaboration systems.

Collaboration using cloud computing and traditional systems

Through this pedagogical study, the authors sought to learn more about hospitality students' and instructors' perceptions of online learning and a sense of community in the online classroom environment. A validated instrument, the Classroom Community Scale (CCS) was used and as expected, scores on the overall CCS and its Connectedness subscale were not significantly different for students and instructors. However, scores on the Learning subscale differed between students and instructors. Explanations are given for the study results and suggestions for enhancing online learning community environments are provided.

Hospitality Students' and Instructors' Perceptions of a Sense of Community and Learning in Online Classes: Do they see eye to eye?

Traditional hiring practices, specifically vetting the potential candidate’s qualifications, have taken an IS turn in the digital age. From posting position announcements, accepting applications, reviewing resumes, scheduling interviews to screening job candidates, the computer has become an integral aspect of the process. But the use of social media, specifically Facebook ™ , to screen candidates, has triggered legal concerns for business users as well as obligations on IT to monitor appropriate usage. IT departments, Human Resources and Legal Counsel will increasingly need to work together to develop the organization’s social media policies. Recommended steps for social media policy development are included.

Candidate-screening, information technology and the law: social media considerations

INTRODUCTION Employers have long had compelling reasons to monitor employees. For example, management at Los Angeles California City Hall discovered that employees were streaming the 2012 Summer Olympics over the corporate network while at work. Management's response: "Stop watching the Olympics at work!" (Winton, 2012). Events like the Olympics or the annual March Madness basketball tournament impact corporate networks during very specific times, but imagine an employer monitoring its network and discovering that every day employees are watching over 50,000 YouTube videos, streaming over 4,000 hours of music over the internet, or streaming movies from Netflix. This discovery, in fact, prompted Proctor & Gamble to shut down access to movies from Netflix and music from Pandora for its 129,000 employees (Schwartz, 2012). Ensuring employee productivity is a major consideration to support the monitoring processes. But employers have also long been aware of the risk of legal liability or loss to which their organizations may be exposed as a result of inappropriate employee activities online (Papa & Bass, 2004). Lawsuits based on online harassment are typically cited as a concern that justifies employee monitoring, but these are by no means the only legal claims that can arise from employee activity online. In recent years, employee activity on social media outlets, along with employer responses to such activity, have increasingly exposed organizations to liability for unlawful discrimination (Gaskell v. University of Kentucky, 2010), violation of labor laws (Hispanics United of Buffalo, Inc., 2012), and even violation of securities laws (Bondi & Lofchie, 2011). In addition to legal liability for employee misconduct, employers are concerned about threats to their organization's intellectual property as vital data and information are increasingly stored in digital format that is easy for employees to access and distribute outside of the organization's protocols (Willey, Ford, White & Clapper, 2011). To support and justify employee monitoring, employers have adopted policies that attempt to define the limits of permissible employee online activity and identify forms of impermissible online activity that might expose the organization to legal liability or loss. As with all best business practices, it is not enough to simply develop an employee monitoring policy. Successful organizations regularly review and update their policies and review the enforcement of those policies to ensure that they are addressing current concerns in a way that complies with state and federal laws (Rozwell, 2012). The monitoring of employees' emails, internet usage, telephone communications and social media gives rise to confusing legal responses. While some law supports the necessity of monitoring, other law exists to limit the electronic monitoring of employees to protect employee privacy, leaving employers between a rock and hard place. On top of these concerns, recent rulings by the National Labor Relations Board confound the problem for organizations by strictly interpreting monitoring policies that could impact employees' rights under the National Labor Relations Act. Additionally, numerous states have either enacted or are considering legislation that would limit the use of social media as a monitoring tool. It's time to take out those monitoring policies, dust them off, and be sure the organization's policies comply with law. AN HISTORICAL LOOK AT ELECTRONIC MONITORING AND A LOOK AT RECENT TRENDS Business organizations are able to use hardware and software to electronically monitor a wide variety of employee behaviors both in and out of the workplace. Attendance and facility use can be monitored using video surveillance and through employee badges where entry and time spent in various access areas is logged. In addition, new applications for physical access cards provide authentication and access to digital systems which may ultimately lead to the convergence of Information Technology (IT) security and physical security (Walls, 2012a). …

Barbara Jo White

Papers

Teams and Tasks A Temporal Framework for the Effects of Interpersonal Interventions on Team Performance

Collaboration using cloud computing and traditional systems

Hospitality Students' and Instructors' Perceptions of a Sense of Community and Learning in Online Classes: Do they see eye to eye?

Candidate-screening, information technology and the law: social media considerations

New Concerns in Electronic Employee Monitoring: Have You Checked Your Policies Lately?