Author
John S. Edwards
Bio: John S. Edwards is an academic researcher from Aston University. The author has contributed to research in topics: Personal knowledge management & Information system. The author has an hindex of 32, co-authored 150 publications receiving 4093 citations.
Papers published on a yearly basis
Papers
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Swansea University1, University of Bradford2, Loughborough University3, University of Bedfordshire4, Prin. L. N. Welingkar Institute of Management Development and Research5, Aston University6, University of Edinburgh7, Indian Institute of Technology Delhi8, Delft University of Technology9, Copenhagen Business School10, Norwich University11, Government of Tamil Nadu12, University of Greenwich13, Indian Institute of Management Tiruchirappalli14, Symbiosis International University15, University of Essex16, University of the West of England17, Capgemini18
TL;DR: This research offers significant and timely insight to AI technology and its impact on the future of industry and society in general, whilst recognising the societal and industrial influence on pace and direction of AI development.
808 citations
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TL;DR: The challenges associated with the use and impact of revitalised AI based systems for decision making are identified and a set of research propositions for information systems (IS) researchers are offered.
703 citations
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Swansea University1, Loughborough University2, Copenhagen Business School3, University of Bedfordshire4, Aston University5, California State University, Monterey Bay6, University of Bradford7, Government of Tamil Nadu8, Symbiosis International University9, Indian Institute of Management Tiruchirappalli10, Goa Institute of Management11
TL;DR: This study offers a collective insight to many of the key issues and underlying complexities affecting organisations and society from COVID-19, through an information systems and technological perspective.
537 citations
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25 Jul 2008TL;DR: Theoretical framework for vision and driving objectives: values for the common good Eisai Honda Implications Ba Mayekawa Manufacturing Co., Ltd Kumon Implications Dialogue and Practice: Leveraging Organizational Dialects Seven-Eleven Japan Muji Implications Dynamic Knowledge Assets in Process YKK JFE: Synthesizing Experience Implications Leadership: Fostering Distributed Excellence in the Organization Canon Toyota Prius Implications Conclusions as mentioned in this paper
Abstract: Introduction Characteristics of Knowledge The Theoretical Framework Vision and Driving Objectives: Values for the Common Good Eisai Honda Implications Ba Mayekawa Manufacturing Co., Ltd Kumon Implications Dialogue and Practice: Leveraging Organizational Dialects Seven-Eleven Japan Muji Implications Dynamic Knowledge Assets in Process YKK JFE: Synthesizing Experience Implications Leadership: Fostering Distributed Excellence in the Organization Canon Toyota Prius Implications Conclusions
291 citations
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TL;DR: The empirical evidence collected from the survey and interviews confirms the general belief that external knowledge is of prime importance for SMEs, and demonstrates that SMEs have very strong needs for external knowledge and inter-organizational knowledge transfer.
Abstract: Purpose - External knowledge is generally believed to be of prime importance to small to medium-sized enterprises (SMEs). However, a review of the literature shows that no empirical research has looked at knowledge management issues at the inter-organizational level in SMEs. This paper seeks to report on an empirical investigation with UK SMEs in the service sector to identify their needs and practices regarding inter-organizational knowledge transfer, and thus provide empirical evidence to support the above belief. Design/methodology/approach - A two-tier methodology (i.e. using both questionnaire survey and interview approaches) is deployed to address the main research objectives. A questionnaire survey of SMEs is carried out to investigate their current inter-organizational knowledge transfer situation and managers' perception on various relevant issues. Then 12 face-to-face interviews with SME managers are conducted to further validate key findings drawn from the questionnaire survey. Findings - The empirical evidence collected from the survey and interviews confirms the general belief that external knowledge is of prime importance for SMEs, and demonstrates that SMEs have very strong needs for external knowledge and inter-organizational knowledge transfer. Research limitations/implications - The findings provide very strong underpinning for further theoretical research on inter-organizational knowledge transfer in SMEs. However, this study has certain limitations: its results may not be applicable to other industrial sectors or the same sector in other countries; or to micro or large companies; nor does it involve cross-cultural issues. Originality/value - By adopting a two-tier research methodology, this study provides more reliable understanding and knowledge on SMEs' inter-organizational knowledge transfer needs and practices, and fills the gap that exists in the empirical investigations on the subject. © Emerald Group Publishing Limited.
192 citations
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01 Jan 1988TL;DR: This book provides a clear and simple account of the key ideas and algorithms of reinforcement learning, which ranges from the history of the field's intellectual foundations to the most recent developments and applications.
Abstract: Reinforcement learning, one of the most active research areas in artificial intelligence, is a computational approach to learning whereby an agent tries to maximize the total amount of reward it receives when interacting with a complex, uncertain environment. In Reinforcement Learning, Richard Sutton and Andrew Barto provide a clear and simple account of the key ideas and algorithms of reinforcement learning. Their discussion ranges from the history of the field's intellectual foundations to the most recent developments and applications. The only necessary mathematical background is familiarity with elementary concepts of probability. The book is divided into three parts. Part I defines the reinforcement learning problem in terms of Markov decision processes. Part II provides basic solution methods: dynamic programming, Monte Carlo methods, and temporal-difference learning. Part III presents a unified view of the solution methods and incorporates artificial neural networks, eligibility traces, and planning; the two final chapters present case studies and consider the future of reinforcement learning.
37,989 citations
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TL;DR: Reading a book as this basics of qualitative research grounded theory procedures and techniques and other references can enrich your life quality.
13,415 citations
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TL;DR: Deming's theory of management based on the 14 Points for Management is described in Out of the Crisis, originally published in 1982 as mentioned in this paper, where he explains the principles of management transformation and how to apply them.
Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.
9,241 citations
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01 Jan 1995
TL;DR: In this article, Nonaka and Takeuchi argue that Japanese firms are successful precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies, and they reveal how Japanese companies translate tacit to explicit knowledge.
Abstract: How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.
7,448 citations