There is, I think, something ethereal about i —the square root of minus one. I remember first hearing about it at school. It seemed an odd beast at that time—an intruder hovering on the edge of reality.

Usually familiarity dulls this sense of the bizarre, but in the case of i it was the reverse: over the years the sense of its surreal nature intensified. It seemed that it was impossible to write mathematics that described the real world in …

I and i

Data Mining - Concepts and Techniques.

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 : how Japanese companies create the dynamics of innovation

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.

The knowledge-creating company

An Introduction to MultiAgent Systems.

Performance measurement is the process of making an evidence-based improvement. It reveals the performance gains or gaps, depending on the entity to be measured, being an organization, people, equipment, processes, or systems. After development, big data analytics (BDA) systems massively fail in organizational settings. The reasons, however, are not fully understood. This paper investigates how organizations can quantify the performance of their BDA systems. To answer this question, we investigated performance measures and performance-contributing factors in the existing literature and surveyed users’ perceptions of our findings. The results show that metrics of efficiency and effectiveness can be used to measure the performance of the BDA System. The results also demonstrate that technology, competency, and working conditions are the key factors that contribute to the performance of the BDA System.

Exploring the performance measures of big data analytics systems

Quality factors of Big Data Analytics (BDA) have been moderately studied; however, few have examined the effect of BDA quality factors in the organizational context; yet, there is a lack of research in the healthcare domain. Healthcare organizations have been concerned about the BDA quality factors in ensuring an effective BDA system and application in healthcare. To that purpose, this study has a dual objective. Firstly, to identify the BDA quality factors that enhance organizational performance. Second, this work contributes to the body of knowledge in the information system (IS) domain by concentrating on BDA quality factors. This review has revealed nine prominent BDA quality factors that may affect organizational performance in our study on healthcare organizational performance. Thus, this study will contribute to the practice and research of BDA and its effectiveness in enhancing organizational performance, based on the twenty-three papers chosen.

Towards Healthcare Organizational Performance Deriving by Big Data Analytics Quality Factors: A Systematic Literature Review

Content synchronization in LMS(Learning Management System)
is a new area of research which involves the transfer of data from one machine to another. Many researchers have
conducted their researches concerning synchronization in different applications on data transfer. Therefore, in this paper we introduce a new idea of synchronization in heterogeneous LMSs and to share learning contents among different learning institutions. The major contribution in this paper, is based on the integration of rsync with MAS (Multi-Agent System) in heterogeneous learning management
systems (LMSs) environment using SCORM (Sharable Content
Object Reference Model), so as different learning in
stitutions in higher education (HE)can seamlessly share learning contents in the different LMSs. Hence, a new model of heterogeneous LMS(HLMS)has been presented for easily sharing of learning contents in Higher Learning Institutions (HLI).

Adaptive design model on heterogeneous Learning Management System (LMS) by utilizing Multi-Agent System (MAS)

Adopting and implementing Agile principles and practices in a software development project is not new these days. With the flexibility to manage changes in requirements and the rapid delivery of work products, many organisations transition from a plan-driven approach to an agile-driven one, ultimately promising high-quality work products. Some studies reported that it is a struggle for some development teams to measure the performance in agile-based projects. The purpose of this paper is to review the current literature on performance measurement frameworks or models, especially in an agile context. By conducting the literature searches and reviews, this paper provides information on the implementation of measurement metrics in agile software development projects. There are many different dimensions in measuring the performance of agile-based projects: organisational, process, project/team and individual. Each dimension is not an independent entity but intertwined in many ways. For organisations working on agile software development projects, further research is required to gain insight into the metrics of each dimension, the relationships between dimensions, and the possible integration of multiple dimensions.

Dimensions in Measuring Performance of Agile Software Development Projects: A Literature Review

There are variuos form of data and information that has been produced and used by the researchers in order to perform their research work. However, there is a lack of mechanism on how data and information can be managed in storing, accesing, reusing and sharing the OR. Hopefully the OR can be utilised by other researchers community (RC) in order to save cost, time, and effort in getting or using this OR. Therefore, there is a need of OR model especially in the university to enhance or encourage the RC to work collaboratively in sharing this data and information among them. By using this OR sharing model, the university can be promoted of data and information of open OR that has been acquired and used by the researcher not just for the purpose of individually only but also can be used by other researchers as a team collaboratively.

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Rusli Abdullah

Papers

Exploring the performance measures of big data analytics systems

Towards Healthcare Organizational Performance Deriving by Big Data Analytics Quality Factors: A Systematic Literature Review

Adaptive design model on heterogeneous Learning Management System (LMS) by utilizing Multi-Agent System (MAS)

Dimensions in Measuring Performance of Agile Software Development Projects: A Literature Review

Data and Information Sharing Model in Enhancing Research Collaboration among Researchers: A Preliminary Study