Готові списки джерел за темами / Electronic meeting

Добірка наукової літератури з теми "Electronic meeting"

Автор: Grafiati
Опубліковано: 10 грудня 2022
Оновлено: 28 січня 2023

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Статті в журналах з теми "Electronic meeting"

1

Nunamaker, J. F., Alan R. Dennis, Joseph S. Valacich, Douglas Vogel, and Joey F. George. "Electronic meeting systems." Communications of the ACM 34, no. 7 (July 1991): 40–61. http://dx.doi.org/10.1145/105783.105793.

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2

Martz, William Benjamin, Douglas R. Vogel, and Jay F. Nunamaker. "Electronic meeting systems." Decision Support Systems 8, no. 2 (April 1992): 141–58. http://dx.doi.org/10.1016/0167-9236(92)90005-a.

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3

Munter, Mary. "Meeting Technology: From Low-Tech to High-Tech." Business Communication Quarterly 61, no. 2 (June 1998): 80–87. http://dx.doi.org/10.1177/108056999806100210.

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This article describes a series of low-tech and high-tech options for use in meeting management and summarizes the advantages and disadvantages of each. These options include (1) face-to-face meetings, with choices of flipcharts, non-electronic boards, electronic boards, handouts, still projectors, and multimedia projectors; and (2) groupware meetings, with choices of audio- and videoteleconferencing, e-mail meetings, and electronic meetings.
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4

Klein, Arnd, and Helmut Krcmar. "Electronic Meeting Systems Paradox." Wirtschaftsinformatik 45, no. 4 (August 2003): 421–33. http://dx.doi.org/10.1007/bf03250907.

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5

Abdul Samat, Nor Hayati, Hasani Mohd. Ali, and Ahmad Shamsul Abd Aziz. "ELECTRONIC SHAREHOLDERS’ MEETING AS A NEW NORM AFTER COVID-19: IS MALAYSIA READY?" International Journal of Law, Government and Communication 5, no. 21 (December 31, 2020): 248–56. http://dx.doi.org/10.35631/ijlgc.5210020.

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Electronic shareholders’ meeting is a modern method of conducting a shareholders’ meeting. When it was first introduced, the corporate community was less excited to take advantage of it. This situation changed when the world faced the COVID-19 pandemic. When human movement is being controlled to break the chain of infections, companies see electronic meetings as an alternative to hold shareholder meetings. Whether it can survive as the new norm of the corporate world depends on various factors. This paper analyse three things deem fundamental in assessing the issue. First is the law that can be the basis of its implementation. The second is support from infrastructure. The third is the ability of shareholders to participate in it. At the end of this discussion, it is concluded that Malaysia has all three requirements as forwarded by this paper. As such, Malaysia may be considered ready to accept electronic meetings as a new norm in organising shareholders’ meetings.
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6

Vivacqua, Adriana S., Marcos S. Ferreira, and Jano M. de Souza. "Tools to Assist Meeting Planning." International Journal of Information Systems in the Service Sector 5, no. 3 (July 2013): 1–18. http://dx.doi.org/10.4018/jisss.2013070101.

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Анотація:
Meetings take up a large amount of time, especially at the upper managerial levels. To help meetings progress smoothly and reach desired goals, meeting facilitators are frequently called in. Facilitators have at their disposal a number of techniques, including thinkLets. Through the use of thinkLets, facilitators can plan the meeting beforehand, deciding which activities to perform at each point. However, even with the use of thinkLets, designing a meeting is not an easy task, in particular for novice facilitators. A number of considerations must be made when selecting activities and designing the meeting dynamics. In this paper, the authors discuss this problem and present a framework and a system to assist the design of meetings, electronic or otherwise, using thinkLets and compatibility rules. The framework implements rules to help facilitators select and link thinkLets together in and orderly fashion, designing the meeting in the process.
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7

Schwabe, Gerhard, and Helmut Krcmar. "Electronic Meeting Support for Councils." AI & Society 14, no. 1 (March 2000): 48–70. http://dx.doi.org/10.1007/bf01206128.

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8

Duff, Wendy, David Thomas, and David Wallace. "Working meeting on electronic records." Archives and Museum Informatics 8, no. 4 (December 1994): 301–52. http://dx.doi.org/10.1007/bf02770381.

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9

George, Joey F., Jay F. Nunamaker, and Joseph S. Valacich. "Electronic meeting systems as innovation." Information & Management 22, no. 3 (March 1992): 187–95. http://dx.doi.org/10.1016/0378-7206(92)90071-m.

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10

Kennedy, Aaron C., Daryl A. Jones, Glenn M. Eastwood, Duncan Wellington, Emily See, and Jane E. Lewis. "Improving the quality of family meeting documentation in the ICU at the end of life." Palliative Care and Social Practice 16 (January 2022): 263235242211288. http://dx.doi.org/10.1177/26323524221128838.

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Objective: Improve documentation quality of end-of-life family meetings in a tertiary intensive care unit (ICU). Design: Before-and-after interventional quality improvement project between October 2018 and February 2020 utilising an electronic pro-forma record. Setting: Australian, University affiliated, mixed medical-surgical 22 bed adult ICU. Participants: Patients who were admitted to the ICU for active management and subsequently died during that ICU admission. We enrolled 50 patients who died before and 50 patients after the introduction of the electronic family meeting pro-forma record. Intervention: Through collaboration with ICU medical and nursing staff, End-of-life Special Interest Group and Clinical Documentation Committee we developed the ICU Family Meeting Discussion Note as an electronic pro-forma record with multiple key fields of entry. Main outcome measures: Patient records were examined for the presence of documented details around patient’s admission, family meetings and specific elements surrounding the patient’s death. Results: The introduction of a pro-forma record markedly improved the quality of documentation of end-of-life care related family meetings. Documentation increased in recording hospital admission date/time (6% vs 84%), meeting location (14% vs 70%), the reason patients were absent from the meeting (34% vs 72%), the Medical Treatment Decision Maker (MTDM) (10% vs 44%), the patient’s resuscitation status (22% vs 54%), and treatment options discussed (78% vs 94%) ( p ⩽ 0.005 for all). Conclusion: Introducing an electronic pro-forma record to facilitate family meeting documentation increased the frequency of important recorded information. Further studies are required to assess whether documentation quality improvements are sustainable and whether they affect patient- or relative-centred outcomes.
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Дисертації з теми "Electronic meeting"

1

Hasenberg, Jana, and Katharina Machovsky. "Managing Electronic Multitasking in Meetings : Perspectives of meeting leaders." Thesis, Umeå universitet, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-116840.

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Анотація:
The growth of the internet combined with the proliferation of portable electronic devices has caused an increased use of Information and Communication Technology (ICT) at the workplace. Also in meetings, which present an important tool to communicate and interact within the team, the use of portable electronic devices is common. Individuals frequently use their smartphones and laptops while attending a meeting for meeting-related or -unrelated activities. This behaviour is defined as electronic multitasking. Literature indicates that there are both positive and negative effects of electronic multitasking that might improve the process of a meeting or impair the interaction during a meeting. Since it is the meeting leader’s responsibility to conduct effective and efficient meetings she has to manage potential effects of electronic multitasking. Hence, the meeting leader should make use of positive effects and in this case encourage Electronic Multitasking. On the other hand, if electronic multitasking has negative effects on the meeting, the leader has to limit this behaviour. Considering the entrance of younger generations into the workforce who are more confident in ICT use and view their devices as an important part of their life, the rising relevance of discussing and investigating the management of electronic multitasking in more depth is evident. However, there are only limited empirically developed approaches available to manage the effects of electronic multitasking. By conducting a multiple case study, this major gap was addressed.The case study has been carried out in November 2015 in Umeå, Sweden. Through seven semi-structured interviews with experienced meeting leaders, rich qualitative data has been collected. To analyse this data, a tool called Thematic Network Analysis has been used. Our results encompass several management approaches for meeting leaders to both enhance and limit the effects of electronic multitasking. The identified approaches serve as a toolbox from which a leader has to choose the appropriate approach according to the context that is shaped by the participants, meeting situation and organisation. Leaders can set strict rules at the beginning of a meeting, for example by banning devices. To improve the enforcement of rules, they should be negotiated and respected by the leader as well. Electronic multitasking can be limited by actively confronting multitasking participants during or after the meeting with their inappropriate behaviour. The leader can also make jokes to catch participants’ attention or encourage interaction. Similarly to confronting people with inappropriate electronic multitasking, the leader can encourage the behaviour in case it is useful. For example, one person can be assigned to take notes from the meeting or phases in which all meeting participants engage in electronic multitasking can be announced. Furthermore, the meeting leader can set up meetings by using features such as agenda, breaks, goals, length, size and topics to influence the amount of electronic multitasking. Finally, the company culture or guidelines regarding the use of portable electronic devices can be shaped and applied by meeting leaders. Hence, practical implications have been made to a large extent. Furthermore, this study provides theoretical contributions in the areas of meeting leadership and electronic multitasking.
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2

Orwig, Richard E., Hsinchun Chen, and Jay F. Nunamaker. "A graphical self-organizing approach to classifying electronic meeting output." Wiley Periodicals, Inc, 1997. http://hdl.handle.net/10150/105681.

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Анотація:
Artificial Intelligence Lab, Department of MIS, University of Arizona
This article describes research in the application of a Kohonen Self-Organizing Map (SOM) to the problem of classification of electronic brainstorming output and an evaluation of the results. This research builds upon previous work in automating the meeting classification process using a Hopfield neural network. Evaluation of the Kohonen output comparing it with Hopfield and human expert output using the same set of data found that the Kohonen SOM performed as well as a human expert in representing term association in the meeting output and outperformed the Hopfield neural network algorithm. Recall of consensus meeting concepts and topics using the Kohonen algorithm was equivalent to that of the human expert.
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3

Liu, Kung-Chao. "Information system development and the use of electronic meeting systems." Diss., The University of Arizona, 1991. http://hdl.handle.net/10150/185439.

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Information system requirements determination is a key area in management information systems research that includes the problems of requirements specification, requirements elicitation, and user involvement. The combination of these three problems is a research area which we call the group approach to information system requirements determination. The main contribution of this research is a model to be used for the problem of fitting existing computer aids to this research area and a set of methods for solving the usability and configuration problems when using such computer aids. The usability problem is that of determining whether a set of computer aids can be used effectively in accomplishing the task of requirements determination. The configuration problem is that of selecting a minimum collection of funtionalities necessary for economically supporting all aspects of requirements determination. Electronic meeting systems are the general category of computer aids that we are interested in applying to the task. In particular, the GroupSystems electronic meeting system developed at The University of Arizona is used as a case in this research. Characteristics of the requirements determination task and profiles of GroupSystems tools are combined into our model for fitting computer aids to a given task. We then derive the answers regarding the usability and configuration of GroupSystems in the group approach to information system requirements determination. We also compare the derived configurations to the GroupSystems tools used in an authentic case. The main points of this research include: (1) proposal of the concept of fitting computer aids to, instead of developing new computer aids for, a task area; (2) proposal of a model for fitting computer aids via a classification of information types; (3) analysis of the natures of the fitting model and the usability and configuration problems; (4) proposal of approximation methods for solving the configuration problem; (5) analysis of the task area--the group approach to information system requirements determination; (6) analysis of the use of GroupSystems in the task area by applying the proposed fitting model and approximation methods; and (7) demonstration of the usefulness of the fitting model and approximation methods by analyzing an authentic case of using GroupSystems tools.
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4

Orwig, Richard Eldon. "A graphical, self-organizing approach to classifying electronic meeting output." Diss., The University of Arizona, 1995. http://hdl.handle.net/10150/187257.

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This dissertation describes research in the application and evaluation of a Kohonen Self-Organizing Map (SOM) to the problem of classification of Electronic Brainstorming output. Electronic Brainstorming is one of the most productive tools in the Electronic Meeting System called GroupSystems. A major step in group problem solving involves the classification of Electronic Brainstorming output into a manageable list of concepts, topics, or issues that can be further evaluated by the group. This step is problematic due to the information overload and cognitive load of the large quantity of data. This research builds upon previous work in automating the classification process using a Hopfield Neural Network. Evaluation of the Kohonen output in comparison with the Hopfield and human expert output over the same set of data found that the Kohonen SOM performed as well as a human expert in the recollection of associated term pairs and outperformed the Hopfield Neural Network algorithm. Using information retrieval measures, recall of concepts using the Kohonen algorithm was equivalent to the human expert. However, precision was poor. The graphical representation of textual data produced by the Kohonen SOM suggests many opportunities for improving information management of textual electronic information. Increasing uses of electronic mail, computer-based bulletin board systems, and world-wide web textual data suggest an overwhelming amount of textual information to manage. This research suggests that the Kohonen SOM may be used to automatically create "a picture that can represent a thousand (or more) words."
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5

Carmel, Erran. "Supporting joint application development with electronic meeting systems: A field study." Diss., The University of Arizona, 1991. http://hdl.handle.net/10150/185603.

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Анотація:
JAD (Joint Application Development) is a meeting-centered methodology used to address the problem of getting users involved in the systems development process. Industry has used the JAD approach to develop systems for over a decade, predominantly for in-house software applications. Electronic Meeting Systems (EMS) are networked software systems that support meetings through a variety of software tools. The combination of the two--JAD and EMS--creates Electronic JAD (E-JAD). A field study was conducted to investigate whether applying EMS to JAD benefits the systems development process. The field study compared five traditional JAD sessions to six E-JAD sessions. All E-JAD sessions made use of the University of Arizona GroupSystems EMS. All sessions involved actual software development efforts conducted in a half dozen organizations and were all held in a face-to-face setting. There was some evidence that the E-JAD approach was beneficial as compared to traditional JAD techniques on the variables of efficiency and equalizing participation and influence. Traditional JAD sessions showed benefits over E-JAD in handling conflicts (particularly in resolving conflicts) and in enforcing a higher degree of structure. Neither of the approaches dominated on all criteria, hence an examination of E-JAD's weaknesses identifies two key areas for improvement: fit of GroupSystems tools to tasks (with discussion of divergence and convergence), and greater involvement of the session facilitator. Other constructs analyzed and discussed are: completeness, creativity, satisfaction, IS-user bonding, user expectations, users' mental models, JAD costs, group size, and planning activities.
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6

Klein, Arnd. "Adoption von Electronic-Meeting-Systems : die erfolgreiche Einführung von Technologien zur Sitzungsunterstützung /." Wiesbaden : Dt. Univ.-Verl, 2004. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=015195692&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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7

Hodges, S. Lesley. "Electronic meeting systems – what they are and how they could benefit Australian government organisations." Thesis, Canberra, ACT : The Australian National University, 2011. http://hdl.handle.net/1885/7178.

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Meetings are very important in any organisation and the Australian public service is no exception. Unfortunately, meetings are costly and time consuming, and often are ineffective and inefficient. Participants are regularly left with feelings of dissatisfaction after the meeting. Electronic meeting systems (EMS) were first developed in the United States in the 1980s to make meetings more effective and efficient. They are now more user-friendly, internet-connected and support multimedia. However, EMS have not been adopted to the extent that could be expected. This study draws from an extensive literature review supplemented by three case studies of Australian companies that provide EMS products and services (Global Learning Pty Ltd, Grouputer Pty Ltd and Zing Technologies Pty Ltd). The study provides answers to six questions: • What are electronic meeting systems (EMS)? • What is the evidence that using an EMS does improve meeting productivity (efficiency and effectiveness) and satisfaction? • Are there other benefits from using these systems? • How does the use of an EMS bring about these improvements in meetings and group collaboration? • What factors need to be managed in order for the organisation to obtain the most benefit from these systems? • Could EMS be used to improve meetings and business processes in Australian (including state/territory) government organisations? The study concluded that EMS could be used to great benefit to improve meetings and their outcomes for an enormous range of tasks that are carried out in all levels in the Australian public sector. EMS have successfully supported meeting sizes from two people to 700, and an even larger number of participants is possible.
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8

Winniford, MaryAnne. "The effects of electronic meeting support on large and small decision-making groups." Diss., The University of Arizona, 1989. http://hdl.handle.net/10150/184901.

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This research compared the use of an electronic meeting system tool to a manual group process in large and small groups in a controlled laboratory experiment. Outcomes measured include the quality of decision, the time taken in various stages of the decision making process, and group member satisfaction. A research model of the variables influencing group decision making was developed. The six independent variables included in this model are group size, the rule by which the group makes a decision, the incentives driving the group, the distribution of useful information within the group, the task complexity, and the meeting support (electronic or manual). In this research group size and method of support were manipulated, while the other variables were controlled. A decision-making task was developed for this research to specify and manipulate the six independent variables. The task described a product mix problem in which information on each product was given to group members. The group shared information and jointly determined an outcome. The group used an unanimous decision rule to choose a solution. A numerical outcome was used to objectively measure decision quality. Each member of the group received a cash payoff determined by the group's solution as incentive in accomplishing the task. All groups found the optimal solution. The simplicity of the task may have minimized the differences found between groups. There was no significant difference in general member satisfaction or time to decision. Prior knowledge was found to influence general member satisfaction and the time needed for the group to share information. Members of large groups perceived more uneven distribution of participation than members of small groups. Voting differences were very large: large groups took significantly more votes than small groups, and electronic groups took significantly more votes than manual groups. "Conjunctive" and "disjunctive" task descriptions are used to discuss task/tool interaction.
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9

Heath, David M. "The Use of Electronic Meeting System Technology to Aid in Software Requirements Engineering." NSUWorks, 1998. http://nsuworks.nova.edu/gscis_etd/577.

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Software developers and users do not, in many cases, work efficiently and effectively together to elicit and agree on software requirements. A different approach to requirement elicitation and approval is proving extremely successful in industry. This approach uses a methodology and technique called Joint Application Development (JAD). JAD is both a team-technique and a methodology that emphasizes structure, a detailed agenda, and an active, trained facilitator. In recent years, there has been a growing interest in the use of information technology to support group work. Electronic meeting system (EMS) technology, a specific type of group support system, has evolved since the early 1980s to address the need to provide computer support to work groups. This research study hypothesizes that the union of EMS technology with IAO-like meetings addressing a complex task such as software requirement elicitation will result in improved efficiency and effectiveness, higher quality decisions, greater member satisfaction, and improved consensus. Because testing these hypotheses using a controlled software project is impractical, data synthesis (meta-analysis) techniques were applied to the results from 180 historical laboratory experiments and field studies that examined EMS to support group decision-making. Results were grouped for analysis by research setting and by outcome variable (efficiency, effectiveness, quality, satisfaction and consensus). The results confirm that EMS technology improves group decision-making efficiency and effectiveness, results in higher quality decisions and greater member satisfaction, and improves the process for obtaining consensus in both laboratory and field research settings. The composite field study’s effects were 1 y, to 3 times more significant than those from laboratory experiments. The results support the widely held research premise that historical laboratory and field results are not inconsistent but rather reflect different research situations. In this study, the laboratory findings were categorized to reflect treatments similar to those in field studies (medium to large size groups, medium to difficult tasks); the resulting outcomes were consistent. Because of this consistency of effect between controlled laboratory and field study results, the credibility and generalizability of historical field study outcomes is considerably strengthened.
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10

Gwizdka, Jacek. "Categorization Is Difficult: Use of an Electronic Notebook For Organizing Design Meeting Notes." Human Factors and Ergonomics Society (HFES), 1998. http://hdl.handle.net/10150/105310.

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The electronic engineering notebook is a pen-based computer tool designed to capture engineering notes and to assist in structuring them to facilitate subsequent information access. Experiments were conducted in which free-form and fixed-form note-taking interfaces were compared with respect to capturing and structuring notes from a design meeting. Suitability of domain-based and user-defined terminologies for semantic structuring was also tested. Results from the experiment confirmed that a free-form interface was easier to use for note-taking and structuring notes than were forms with fixed structure. However, difficulties with applying semantic categorizations were observed in both types of interface. The results indicated that terminology should be chosen appropriately to a task, and that experienced users have less problems with applying it. The experiment also demonstrated high diversity in note-taking styles, thus highlighting the need to accommodate individual preferences in electronic notebooks.
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Книги з теми "Electronic meeting"

1

Klein, Arnd. Adoption von Electronic Meeting Systems. Wiesbaden: Deutscher Universitätsverlag, 2004. http://dx.doi.org/10.1007/978-3-322-81633-7.

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2

D.C.). Symposium on Legal Implications of Environmental Electronic Reporting (1999 Washington. Meeting summary. Washington, D.C: Environmental Law Institute, 1999.

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3

Galaczy, Patricia. Electronic meeting systems: Win-win group decision making? Kingston, Ont: IRC Press, 1999.

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4

Knapman, Colin. The full study: Meeting the requirement. Chichester: Wiley, 1989.

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5

Office, ALMRS Project. Preproposal meeting report. Denver, Colo: U.S. Department of the Interior, Bureau of Land Management, ALMRS-GIS Project Office, 1987.

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6

IEEE Hong Kong Electron Devices Meeting (7th 2000 Hong Kong, China). Proceedings: 2000 IEEE Hong Kong Electron Devices Meeting : 24 June, 2000, the University of Hong Kong. Piscataway, New Jersey: IEEE, 2000.

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7

IEEE Hong Kong Electron Devices Meeting (9th 2002 City University of Hong Kong). 2002 IEEE Hong Kong Electron Devices Meeting: 22 June, 2002, the City University of Hong Kong : proceedings. Piscataway, N.J: IEEE, 2002.

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8

European Cooperation in the Field of Scientific and Technical Research (Organization). COST 525 (Project). Grain boundary engineering of electronic ceramics: Proceedings of a COST 525 meeting held in Aveiro, Portugal, October 2001. London: Maney for the Institute of Materials, Minerals, and Mining, 2003.

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9

IEEE Hong Kong Electron Devices Meeting (1997 Hong Kong, China). Proceedings: 1997 IEEE Hong Kong Electron Devices Meeting, 30 August, 1997, City University of Hong Kong. Piscataway, New Jersey: Institute of Electrical and Electronics Engineers, 1997.

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10

IEEE Hong Kong Electron Devices Meeting (1995 The University of Hong Kong). 1995 IEEE Hong Kong Electron Devices Meeting: Proceedings, July 1, 1995, the University of Hong Kong. [New York]: Institute of Electrical and Electronics Engineers, 1995.

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Частини книг з теми "Electronic meeting"

1

Bumiller, Johannes, and Stefanie Räther. "Electronic meeting assistance." In Human Computer Interaction, 425–26. Berlin, Heidelberg: Springer Berlin Heidelberg, 1993. http://dx.doi.org/10.1007/3-540-57312-7_95.

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2

Jones, Richard, David Beckett, and Sally Fincher. "Meeting Diverse User Needs." In Building University Electronic Educational Environments, 125–39. Boston, MA: Springer US, 2000. http://dx.doi.org/10.1007/978-0-387-35502-3_10.

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3

Dator, Jim. "The Honolulu Electronic Town Meeting." In Jim Dator: A Noticer in Time, 325–33. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-17387-6_27.

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4

Zurita, Gustavo, and Nelson Baloian. "Handheld-Based Electronic Meeting Support." In Groupware: Design, Implementation, and Use, 341–50. Berlin, Heidelberg: Springer Berlin Heidelberg, 2005. http://dx.doi.org/10.1007/11560296_27.

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5

Petrovic, Otto. "Das Grazer Integrierte Electronic Meeting Management." In Beiträge zur Wirtschaftsinformatik, 161–226. Heidelberg: Physica-Verlag HD, 1993. http://dx.doi.org/10.1007/978-3-642-52402-8_7.

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6

Klein, Arnd. "Relevanz and Zielsetzung der Arbeit." In Adoption von Electronic Meeting Systems, 1–6. Wiesbaden: Deutscher Universitätsverlag, 2004. http://dx.doi.org/10.1007/978-3-322-81633-7_1.

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7

Klein, Arnd. "Methodologie." In Adoption von Electronic Meeting Systems, 7–30. Wiesbaden: Deutscher Universitätsverlag, 2004. http://dx.doi.org/10.1007/978-3-322-81633-7_2.

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Klein, Arnd. "Begriffliche und theoretische Grundlagen." In Adoption von Electronic Meeting Systems, 31–165. Wiesbaden: Deutscher Universitätsverlag, 2004. http://dx.doi.org/10.1007/978-3-322-81633-7_3.

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Klein, Arnd. "Empirische Referenz computerunterstützter Sitzungen." In Adoption von Electronic Meeting Systems, 167–223. Wiesbaden: Deutscher Universitätsverlag, 2004. http://dx.doi.org/10.1007/978-3-322-81633-7_4.

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Klein, Arnd. "Einführung von EMS als Innovationsprozess." In Adoption von Electronic Meeting Systems, 225–62. Wiesbaden: Deutscher Universitätsverlag, 2004. http://dx.doi.org/10.1007/978-3-322-81633-7_5.

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Тези доповідей конференцій з теми "Electronic meeting"

1

Rather, Stefaine, and Michael Stupperich. "Electronic meeting assistance." In Conference companion. New York, New York, USA: ACM Press, 1994. http://dx.doi.org/10.1145/259963.260062.

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2

Rodríguez, Josefina, and Jesús Favela. "Work environments in electronic meeting systems." In CHI '01 extended abstracts. New York, New York, USA: ACM Press, 2001. http://dx.doi.org/10.1145/634067.634105.

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Rodríguez, Josefina, and Jesús Favela. "Work environments in electronic meeting systems." In CHI '01 extended abstracts. New York, New York, USA: ACM Press, 2001. http://dx.doi.org/10.1145/634099.634105.

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Wiesner, P. K. "Meeting educational needs through electronic delivery systems." In Proceedings of SOUTHCON '94. IEEE, 1994. http://dx.doi.org/10.1109/southc.1994.498100.

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Lancaster, Ian M. "Holograms and authentication: meeting future demands." In Electronic Imaging 2004, edited by Tung H. Jeong and Hans I. Bjelkhagen. SPIE, 2004. http://dx.doi.org/10.1117/12.540738.

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Munkvold, Bjørn Erik, and Robert Anson. "Organizational adoption and diffusion of electronic meeting systems." In the 2001 International ACM SIGGROUP Conference. New York, New York, USA: ACM Press, 2001. http://dx.doi.org/10.1145/500286.500327.

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McCartney, Gerard. "Activity notes by electronic mail: improving meeting effectiveness." In the 18th annual ACM SIGUCCS conference. New York, New York, USA: ACM Press, 1990. http://dx.doi.org/10.1145/99186.99244.

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Hancock, William R., Michael J. Johnson, Joel Clark W. Rogers, and Joseph Ghrayeb. "Meeting the graphical needs of the electronic battlefield." In SPIE's International Symposium on Optical Engineering and Photonics in Aerospace Sensing, edited by Darrel G. Hopper. SPIE, 1994. http://dx.doi.org/10.1117/12.177795.

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"ESTC 2008 [Meeting annnouncement." In 2008 58th Electronic Components and Technology Conference. IEEE, 2008. http://dx.doi.org/10.1109/ectc.2008.4549936.

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Wu, Chuan, and Baochun Li. "On meeting P2P streaming bandwidth demand with limited supplies." In Electronic Imaging 2008, edited by Reza Rejaie and Roger Zimmermann. SPIE, 2008. http://dx.doi.org/10.1117/12.774902.

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Звіти організацій з теми "Electronic meeting"

1

Hall, James R. Electronic Equipment Handbook on Methods for Meeting U.S. Navy Shipboard Electrical Power Interface Requirements. Fort Belvoir, VA: Defense Technical Information Center, April 2000. http://dx.doi.org/10.21236/ada377030.

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2

Shumate, Paul. 2000 IEEE/LEOS Summer Topical Meeting-Electronic-Enhanced Optics, Held 24-16 July 2000 at Aventura, Florida. Fort Belvoir, VA: Defense Technical Information Center, July 2000. http://dx.doi.org/10.21236/ada384786.

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3

Fantone, Stephen D. Organization of the 1997 Ultrafast Electronics and Optoelectronics Topical Meeting. Fort Belvoir, VA: Defense Technical Information Center, June 1998. http://dx.doi.org/10.21236/ada357933.

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Marcus, Charles M. Harvard-Lead Phase of Multi- Qubit Systems Based on Electron Spins in Coupled Quantum Dots Project Meeting. Fort Belvoir, VA: Defense Technical Information Center, March 2014. http://dx.doi.org/10.21236/ada602849.

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Quinn, Jarus W. Osa Topical Meeting Proceedings (4th) on Picosecond Electronics and Optoelectronics Held in Salt Lake City, Utah on 13-15 March 1991. Volume 9. Fort Belvoir, VA: Defense Technical Information Center, May 1992. http://dx.doi.org/10.21236/ada253472.

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Hennage, David W. Summaries of Papers Presented at the Ultrafast Electronics & Optoelectronics Topical Meeting Held in Dana Point, California on 13-15 March 1995. Technical Digest Series. Volume 13. Fort Belvoir, VA: Defense Technical Information Center, November 1995. http://dx.doi.org/10.21236/ada303993.

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Iatsyshyn, Anna V., Iryna H. Hubeladze, Valeriia O. Kovach, Valentyna V. Kovalenko, Volodymyr O. Artemchuk, Maryna S. Dvornyk, Oleksandr O. Popov, Andrii V. Iatsyshyn, and Arnold E. Kiv. Applying digital technologies for work management of young scientists' councils. [б. в.], June 2021. http://dx.doi.org/10.31812/123456789/4434.

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Анотація:
The publication explores the features of the digital technologies’ usage to organize the work of the Young Scientists’ Councils and describes the best practices. The digital transformation of society and the quarantine restrictions caused by the COVID-19 pandemic have forced the use of various digital technologies for scientific communication, the organization of work for youth associations, and the training of students and Ph.D. students. An important role in increasing the prestige of scientific activity and encouraging talented young people to participate in scientific projects belongs to the Young Scientists’ Councils, which are created at scientific institutions and higher education institutions. It is determined that the peculiarities of the work of Young Scientists’ Councils are in providing conditions for further staff development of the institution in which they operate; contribution to the social, psychological and material support of young scientists and Ph.D. students; creating an environment for teamwork and collaborative partnership; development of leadership and organizational qualities; contribution to the development of digital competence. The advantages of using electronic social networks in higher education and research institutions are analyzed, namely: general popularity and free of charge; prompt exchange of messages and multimedia data; user-friendly interface; availability of event planning functions, sending invitations, setting reminders; support of synchronous and asynchronous communication between network participants; possibility of access from various devices; a powerful tool for organizing the learning process; possibility of organization and work of closed and open groups; advertising of various events, etc. Peculiarities of managing the activity of the Young Scientists’ Council with the use of digital technologies are determined. The Young Scientists’ Council is a social system, and therefore the management of this system refers to social management. The effectiveness of the digital technologies’ usage to manage the activities of the Young Scientists’ Council depends on the intensity and need for their use to implement organizational, presentation functions and to ensure constant communication. The areas to apply digital technologies for the work managing of Young Scientists’ Councils are sorted as the presentation of activity; distribution of various information for young scientists; conducting questionnaires, surveys; organization and holding of scientific mass events; managing of thematic workgroups, holding of work meetings. It is generalized and described the experience of electronic social networks usage for organizing and conducting of scientific mass events.
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Paez, Kathryn, Rachel Shapiro, Lee Thompson, Erica Shelton, Lucy Savitz, Sarah Mossburg, Susan Baseman, and Amy Lin. Health System Panel To Inform and Encourage Use of Evidence Reports: Findings From the Implementation and Evaluation of Two Evidence-Based Tools. Agency for Healthcare Research and Quality (AHRQ), August 2022. http://dx.doi.org/10.23970/ahrqepchealthsystempanel.

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Анотація:
Objectives. The Agency for Healthcare Research and Quality (AHRQ) Evidence-based Practice Center (EPC) Program wants learning health systems (LHSs) to use the evidence from its reports to improve patient care. In 2018, to improve uptake of EPC Program findings, the EPC Program developed a project to enhance LHSs’ adoption of evidence to improve the quality and effectiveness of patient care. AHRQ contracted with the American Institutes for Research (AIR) and its partners to convene a panel of senior leaders from 11 LHSs to guide the development of tools to help health systems use findings from EPC evidence reports. The panel’s contributions led to developing, implementing, and evaluating two electronic tools to make the EPC report findings more accessible. AIR evaluated the LHSs’ use of the tools to understand (1) LHSs’ experiences with and impressions of the tools, (2) how well the tools helped them access evidence, and (3) how well the tools addressed barriers to LHS use of the EPC reports and barriers to applying the evidence from the reports. Data sources. (1) Implementation meetings with 6 LHSs; (2) interviews with 27 health system leaders and clinical staff who used the tools; and (3) website utilization metrics. Results. The tools were efficient and useful sources of summarized evidence to (1) inform systems change, (2) educate trainees and clinicians, (3) inform research, and (4) support shared decision making with patients and families. Clinical leaders appreciated the thoroughness and quality of the evidence reviews and view AHRQ as a trusted source of information. Participants found both tools to be valuable and complementary. Participants suggested optimizing the content for mobile device use to facilitate health system uptake of the tools. In addition, they felt it would be helpful to have training resources about tool navigation and interpreting the statistical content in the tools. Conclusions. The evaluation shows that LHSs find the tools to be useful resources for making the EPC Program reports more accessible to health system leaders. The tools have the potential to meet some, but not all, LHS evidence needs, while exposing health system leaders to AHRQ as a resource to help meet their information needs. The ability of the EPC reports to support LHSs in improving the quality of care is limited by the strength and robustness of the evidence, as well as the relevance of the report topics to patient care challenges faced by LHSs.
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