With digital equipment becoming increasingly networked, either on wired or wireless networks, for personal and professional use alike, distributed software systems have become a crucial element in information and communications technologies. The study of these systems forms the core of the ARLES' work, which is specifically concerned with defining new system software architectures, based on the use of emerging networking technologies. In this context, we concentrate on the study of distributed systems which bring to life the vision of ubiquitous computing systems, also known as ambient intelligence.

반도체 공정 overview

In the present paper a research has been done on the essay ‘Can the Subaltern Speak’ by’ Gayatri Chakravorty Spivak’. It has been explained into much simpler language about what the author conveys for better understanding and further references. Also the criticism has been done by various critiques from various sources which is helpful from examination point of view. The paper has been divided into various contexts with an introduction and the conclusions. Also the references has been written that depicts the sources of criticism.

/pdf/can-the-subaltern-speak-559i22edvt.pdf

Can the Subaltern Speak

Academy of Management Review : 抄録雑誌の概要

Ideology-An Introduction

The editors of this collection declare its mission to be to ‘stimulate thinking on quality-related issues and to facilitate bringing quality into the mainstream of organisational effectiveness’ (p. ix). I understand the first of these goals, but the precise meaning of the second defeats me; in a way, this is emblematic of the volume as a whole. There is some very interesting material here, and some useful guides to prior work—but there is also much to mystify and some disappointments. The book opens with an erudite and lengthy piece by Lengnick-Hall which plays with the idea that existing Total Quality (TQ) thinking and practice is premised on stable and repetitive environments and organisations, and, in these oso-turbulent times, some new thinking is required. After a brief introduction to TQ, there is a lot of discussion on the wild and intriguing world of complex adaptive systems, with allusions to many relevant literatures. This is an important issue, and has much in common with the debates which gently rage in this journal about the prospects for rational intervention in human systems—although the article ignores Beer, Checkland and Mingers and others whose perspectives would be informative. Indeed, Lengnick-Hall’s analysis focuses on the dynamic instability of human systems rather than the subtler philosophical problems about system ontology and epistemology. Nevertheless, it would be churlish to complain about such omissions when there is such a fecund supply of citations from strategy, operations and organisational analysis, and even (curiously) the poppsychology of Michael Scott Peck. The key weakness of the article is that its abstract prognostications are under-illustrated, and careful use of real examples would make the argument more convincing. Strangely, interesting examples are only a few pages away, and the article by Easton and Jarrell on the Japanese concept of Hoshin Kanri (loosely, ‘policy deployment’, a neglected element of Japanese TQ thinking which relates to the generation and cascading of plans for operational improvement) would be an excellent starting point for a discussion of Lengnick-Hall’s themes. Easton and Jarrell compare the experiences of three US organisations who each work with some variant of the technique, and then contrast these implementations with the ‘ideal’ Japanese system—a highly formal process of planning and control which seems to lie in diametric opposition to LengnickHall’s ruminations on managing complexity. Unfortunately, comparisons are drawn against how Hoshin Kanri is supposed to work in Japan rather than against empirical data from Japanese companies: a matched pair comparison would be more interesting. Nevertheless, the chapter contains some useful commentary and some illuminating insights. Elsewhere in the book, several papers give rather cursory coverage of important ideas without offering new data or sufficient depth to really push the debates forward: Greller presents an outline of feedback in TQ systems, and Knouse examines reward and recognition schemes. Both will be useful for teaching, but had the two authors collaborated one would have expected a richer set of ideas to emerge. Harvey, Buckley and Novicevic examine the important question of how TQ ‘culture’ translates across national boundaries in multi-national corporations, but also settle for ruminations and pointers to further work rather than the presentation or discussion of data. Vaughan and Renn present a systematic and informative account of what they term ‘Customer Service Citizenship Behaviour’, and reflect on how employees and customers interact with the notions of ‘organizational justice’ and the degree of support perceived to be available in the organisation in regard to customer service. The article is well-argued and thoughtful, and is worth closer reading by anyone interested in the management of services in which direct customer–employee contact is central. The final chapter, by Handfield, Calantone and Ghosh, is the most disappointing. At last, the reader is offered a chapter with data, but the methods used are suspect and the resulting conclusions are unsupported by the research. Some rather over-ambitious claims do not seem to integrate with the more thoughtful theorisations offered earlier in the book. Incidentally, the authors ignore the controversy regarding the Baldrige award, and the view of WE Deming (whom they cite approvingly) who once wrote that the award ‘transgresses all that I try to teach’. Overall, the volume is a useful addition to the literature, although it does not live up to its potential. One might hope that for subsequent volumes there might be a greater degree of integration between the contributions, and a more obvious contribution from the academic editors. It is also plagued by more typographic errors, misspelled names, and missing references than one would expect in such an expensively produced book from a respectable publisher.

https://link.springer.com/content/pdf/10.1057%2Fpalgrave.jors.2601260.pdf

Doing Critical Management Research

Within digital landscapes, public relations research suggests organizations and publics do not always operate in ways that scholars originally predict. Fitting with the theme of this special issue,...

Challenging the dialogic promise: how Ben & Jerry’s support for Black Lives Matter fosters dissensus on social media

This article introduces the theoretical concept of the White leader prototype through an analysis of race in the public relations field. Critical race, Whiteness, ideological, and public relations theories are united to explicate the White leader prototype as a theoretical concept able to account for racial imbalance at leadership levels in public relations. A descriptive case study illustrates that race may be the most salient factor influencing leadership ascension in public relations. Although the White leader prototype is theorized in the context of the United States, the concept has global significance because it is applicable to other circumstances where diverse groups of people coexist.

The White Leader Prototype: A Critical Analysis of Race in Public Relations

Often overlooked in studies of the corporation is the recognition that the modern corporate form and its power are rooted in the issue of race, and more specifically, in racial oppression. The racialized roots of the corporation become exposed when we acknowledge the significance of slavery and the Fourteenth Amendment to the evolution of the corporate form along with the discriminatory role corporations have traditionally played in shaping race relations in the U.S. This article draws upon several theoretical perspectives, primarily critical race theory, management theory, legal studies, diversity management, and corporate social responsibility to introduce the corporate responsibility to race concept and establish it as a new basis for understanding why corporate persons have a responsibility for improving race relations.

Corporate Personhood and the Corporate Responsibility to Race

Corporate social advocacy as engagement: Nike's social justice communication

In response to a series of race-related incidents in the United States in 2014, Starbucks launched the Race Together Initiative, a multifaceted public relations campaign designed to spark a national dialogue on race. The campaign generated a great deal of discussion in the public sphere including some praise and much criticism. This article uses critical race theory as a theoretical lens to analyze the Race Together campaign as well as reactions to it in the news media and on Twitter. The purpose of this article is to use critical race theory to enrich understandings of the Race Together campaign as well as to explore the implications of corporate public relations campaigns that attempt to address sensitive social issues such as race.

Nneka Logan

Papers

Challenging the dialogic promise: how Ben & Jerry’s support for Black Lives Matter fosters dissensus on social media

The White Leader Prototype: A Critical Analysis of Race in Public Relations

Corporate Personhood and the Corporate Responsibility to Race

Corporate social advocacy as engagement: Nike's social justice communication

The Starbucks Race Together Initiative: Analyzing a public relations campaign with critical race theory