Ralf Klamma

Bio: Ralf Klamma is an academic researcher from RWTH Aachen University. The author has contributed to research in topics: Web application & Mobile computing. The author has an hindex of 29, co-authored 287 publications receiving 3709 citations. Previous affiliations of Ralf Klamma include University of Cologne.

A Clustering Approach for Collaborative Filtering Recommendation Using Social Network Analysis

Abstract: Collaborative Filtering(CF) is a well-known technique in recommender sys- tems. CF exploits relationships between users and recommends items to the active user according to the ratings of his/her neighbors. CF suffers from the data sparsity problem, where users only rate a small set of items. That makes the computation of similarity between users imprecise and consequently reduces the accuracy of CF algorithms. In this article, we propose a clustering approach based on the social information of users to derive the recommendations. We study the application of this approach in two appli- cation scenarios: academic venue recommendation based on collaboration information and trust-based recommendation. Using the data from DBLP digital library and Epin- ion, the evaluation shows that our clustering technique based CF performs better than traditional CF algorithms.

Social Software for Life-long Learning

Abstract: Life-long learning is a key issue for our knowledge society. With social software systems new heterogeneous kinds of technology enhanced informal learning are now available to the life-long learner. Learners outside of learning institutions now have access to powerful social communities of experts and peers who are together forging a new web 2.0. This paper reviews current work in pan-European initiatives that impact upon life-long learning via views of professional learning, learner competence and social networking. It seeks to provide an overview of some of the critical research questions for the interdisciplinary field of social software research.

Adaptive Computation Offloading from Mobile Devices into the Cloud

Abstract: The inherently limited processing power and battery lifetime of mobile phones hinder the possible execution of computationally intensive applications like content-based video analysis or 3D modeling. Offloading of computationally intensive application parts from the mobile platform into a remote cloud infrastructure or nearby idle computers addresses this problem. This paper presents our Mobile Augmentation Cloud Services (MACS) middleware which enables adaptive extension of Android application execution from a mobile client into the cloud. Applications are developed by using the standard Android development pattern. The middleware does the heavy lifting of adaptive application partitioning, resource monitoring and computation offloading. These elastic mobile applications can run as usual mobile application, but they can also reach transparently remote computing resources. Two prototype applications using the MACS middleware demonstrate the benefits of the approach. The evaluation shows that applications, which involve complicated algorithms and large computations, can benefit from offloading with around 95\% energy savings and significant performance gains compared to local execution only.

Mobile Cloud Computing: A Comparison of Application Models

Abstract: Cloud computing is an emerging concept combining many fields of computing. The foundation of cloud computing is the delivery of services, software and processing capacity over the Internet, reducing cost, increasing storage, automating systems, decoupling of service delivery from underlying technology, and providing flexibility and mobility of information. However, the actual realization of these benefits is far from being achieved for mobile applications and open many new research questions. In order to better understand how to facilitate the building of mobile cloud-based applications, we have surveyed existing work in mobile computing through the prism of cloud computing principles. We give a definition of mobile cloud coputing and provide an overview of the results from this review, in particular, models of mobile cloud applications. We also highlight research challenges in the area of mobile cloud computing. We conclude with recommendations for how this better understanding of mobile cloud computing can help building more powerful mobile applications.

The Web 2.0 Driven SECI Model Based Learning Process

Abstract: Nonaka and his knowledge transformation model SECI revolutionized the thinking about organizations as social learning systems. He introduced technical concepts like hypertext into organizational theory. Now, after 15 years Web 2.0 concepts seem to be an ideal fit with Nonaka's SECI approach opening new doors for more personal, dynamic, and social learning on a global scale. In this paper, we present an extended view of blended learning which includes the combination of formal and informal learning, knowledge management, and Web 2.0 concepts into one integrated solution, by discussing what we call the Web 2.0 driven SECI model based learning process.

Machine learning

Abstract: Machine Learning is the study of methods for programming computers to learn. Computers are applied to a wide range of tasks, and for most of these it is relatively easy for programmers to design and implement the necessary software. However, there are many tasks for which this is difficult or impossible. These can be divided into four general categories. First, there are problems for which there exist no human experts. For example, in modern automated manufacturing facilities, there is a need to predict machine failures before they occur by analyzing sensor readings. Because the machines are new, there are no human experts who can be interviewed by a programmer to provide the knowledge necessary to build a computer system. A machine learning system can study recorded data and subsequent machine failures and learn prediction rules. Second, there are problems where human experts exist, but where they are unable to explain their expertise. This is the case in many perceptual tasks, such as speech recognition, hand-writing recognition, and natural language understanding. Virtually all humans exhibit expert-level abilities on these tasks, but none of them can describe the detailed steps that they follow as they perform them. Fortunately, humans can provide machines with examples of the inputs and correct outputs for these tasks, so machine learning algorithms can learn to map the inputs to the outputs. Third, there are problems where phenomena are changing rapidly. In finance, for example, people would like to predict the future behavior of the stock market, of consumer purchases, or of exchange rates. These behaviors change frequently, so that even if a programmer could construct a good predictive computer program, it would need to be rewritten frequently. A learning program can relieve the programmer of this burden by constantly modifying and tuning a set of learned prediction rules. Fourth, there are applications that need to be customized for each computer user separately. Consider, for example, a program to filter unwanted electronic mail messages. Different users will need different filters. It is unreasonable to expect each user to program his or her own rules, and it is infeasible to provide every user with a software engineer to keep the rules up-to-date. A machine learning system can learn which mail messages the user rejects and maintain the filtering rules automatically. Machine learning addresses many of the same research questions as the fields of statistics, data mining, and psychology, but with differences of emphasis. Statistics focuses on understanding the phenomena that have generated the data, often with the goal of testing different hypotheses about those phenomena. Data mining seeks to find patterns in the data that are understandable by people. Psychological studies of human learning aspire to understand the mechanisms underlying the various learning behaviors exhibited by people (concept learning, skill acquisition, strategy change, etc.).

Out of the Crisis

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.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

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.

The knowledge-creating company

Abstract: How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.