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Atasoy, Seda Nur. "Visual perception management in advertisements." New Trends and Issues Proceedings on Humanities and Social Sciences 2, no. 1 (February 19, 2016): 397–409. http://dx.doi.org/10.18844/gjhss.v2i1.324.
Elsbach, Kimberly D. "ORGANIZATIONAL PERCEPTION MANAGEMENT." Research in Organizational Behavior 25 (January 2003): 297–332. http://dx.doi.org/10.1016/s0191-3085(03)25007-3.
Ololube, Nwachukwu Prince, and Dennis Ogutum Ololube. "Organizational Change Management." International Journal of Applied Management Sciences and Engineering 4, no. 1 (January 2017): 25–42. http://dx.doi.org/10.4018/ijamse.2017010103.
Change management is a continuous method used in transitioning individual employee, groups, and organizations to an anticipated future change. It focuses on the change management processes that addresses individual employee, groups and organizational factors that acts as catalyst for possible changes in organization. The purpose of change management is ultimately to make use of initiatives and ensure that every employee in an organization is willing and ready to switchover to an anticipated new role in the proposed business environment. This current study evaluated the relationship between leadership perception, attitudes and application towards organizational change. Using a structured questionnaire, principal officers, their deputies and faculty perceptions were analyzed and the results revealed that though change matrix are often painful and chaotic, however, significant relationship was found between employee perception, attitude, application and organizational change. The study recommends that Nigerian universities should be proactive in the implementation of changes to improve their employees' perception, attitude and application towards organizational change.
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Coy, Martin, and Norbert Weixlbaumer. "Perception of Landscape Management." Revue de géographie alpine, no. 95-4 (December 15, 2007): 91–100. http://dx.doi.org/10.4000/rga.375.
Mardiana, Siti, Retno Widhiastuti, and Luqman Erningpraja. "Management and Employees Perception Analysis on Sugar Industry Waste Management Based on Cleaner Production." Britain International of Exact Sciences (BIoEx) Journal 2, no. 1 (January 3, 2020): 53–60. http://dx.doi.org/10.33258/bioex.v2i1.106.
The analysis of management’s and employees’ perceptions is needed to create strategies and policies on sugar industry waste management based on cleaner production, to reach the concept of cleaner production by reusing, reducing, and recycling waste. The research’s scope is analyzing management’s and employees’ perceptions toward cleaner production principles, that includes Good Housekeeping knowledge aspects, environmental aspect, social-institutional and economical aspects. The aim of the research is to get strategies and policies on sugar industry waste management based on cleaner production, based on management’s and employees’ perceptions toward the application of waste management based on cleaner production at sugar industry. The research was done in Sei Semayang Sugar Factory, Kwala Sugar Factory, and Tjoekir Sugar Factory. Primary data was tested by Alpha Cronbach and Lickert ordinal scale transformed into interval scale using Successive Interval method. To understand the connectivity between variables, multiple linear regression analysis was used, using SPSS 11.5, and then descriptively analyzed. Analyzing Sei Semayang Sugar Factory’s management’s and employees’ perception toward cleaner production results in the knowledge that technical aspect is an influential aspect in factory’s efficiency and waste management. Kwala Madu Sugar Factory management’s and employees’ perception is that environmental aspect, Good Housekeeping aspect, technical aspect, and knowledge aspect, are influential toward sugar industry waste management. While Tjoekir sugar factory management’s and employees’ perception is that social institutional and economical aspect is the influential aspect toward sugar industry waste management. Sugar industry waste management based on cleaner production strategy based on management’s and employees’ perception is an integration between technical aspect, environmental aspect, Good Housekeeping aspect, and social institutional and economical aspect.
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Siti Mardiana, Retno Widhiastuti, and Luqman Erningpraja. "Management and Employees Perception Analysis on Sugar Industry Waste Management Based on Cleaner Production." Britain International of Exact Sciences (BIoEx) Journal 2, no. 1 (January 30, 2020): 442–49. http://dx.doi.org/10.33258/bioex.v2i1.201.
The analysis of management’s and employees’ perceptions is needed to create strategies and policies on sugar industry waste management based on cleaner production, to reach the concept of cleaner production by reusing, reducing, and recycling waste. The research’s scope is analyzing management’s and employees’ perceptions toward cleaner production principles, that includes Good Housekeeping knowledge aspects, environmental aspect, social-institutional and economical aspects. The aim of the research is to get strategies and policies on sugar industry waste management based on cleaner production, based on management’s and employees’ perceptions toward the application of waste management based on cleaner production at sugar industry. The research was done in Sei Semayang Sugar Factory, Kwala Sugar Factory, and Tjoekir Sugar Factory. Primary data was tested by Alpha Cronbach and Lickert ordinal scale transformed into interval scale using Successive Interval method. To understand the connectivity between variables, multiple linear regression analysis was used, using SPSS 11.5, and then descriptively analyzed. Analyzing Sei Semayang Sugar Factory’s management’s and employees’ perception toward cleaner production results in the knowledge that technical aspect is an influential aspect in factory’s efficiency and waste management. Kwala Madu Sugar Factory management’s and employees’ perception is that environmental aspect, Good Housekeeping aspect, technical aspect, and knowledge aspect, are influential toward sugar industry waste management. While Tjoekir sugar factory management’s and employees’ perception is that social institutional and economical aspect is the influential aspect toward sugar industry waste management. Sugar industry waste management based on cleaner production strategy based on management’s and employees’ perception is an integration between technical aspect, environmental aspect, Good Housekeeping aspect, and social institutional and economical aspect.
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Mardiana, Siti, Retno Widhiastuti, and Sumono Sumono. "Management and Employees Perception Analysis on Sugar Industry Waste Management Based on Cleaner Production." Indian Journal of Applied Research 3, no. 10 (October 1, 2011): 1–4. http://dx.doi.org/10.15373/2249555x/oct2013/67.
Context:Certified athletic trainers (ATCs) must be able to manage sport-related emergencies.Objective:To report emergency medical services (EMS) directors’ perception of how ATCs manage emergencies and ATCs’ comfort level in managing them.Design:2 descriptive questionnaires.Participants:EMS directors (n = 64) were asked about their perceptions of ATCs’ ability to handle emergencies. ATCs (n = 224) identified their comfort level with handling emergencies.Results:EMS directors who had preseason meetings with ATCs had a significantly better perception of the ATCs’ ability to handle emergencies than did those who did not have preseason meetings. ATCs with advanced certifications (emergency medical technician-basic, emergency medical technician-paramedic, and automated external defibrillator) were more comfortable handling emergencies than those without.Conclusions:EMS directors and ATCs revealed that ATCs could manage most emergencies that might arise in athletic activities. ATCs had a higher perception of their own ability to manage emergency situations than did the EMS directors.
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Cabioglu, Mehmet Tugrul, and Sevgin Ozlem Iseri. "Methodological Approach in Perception Management." OALib 02, no. 07 (2015): 1–7. http://dx.doi.org/10.4236/oalib.1101699.
Tatge, Aletha S. "Perception management and coalition information operations." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2001. http://handle.dtic.mil/100.2/ADA396269.
Thesis (M.S. in Information Systems & Operations) Naval Postgraduate School, June 2001. Thesis advisors, John Arquilla, Steven J. Iatrou. Includes bibliographical references (p. 97-100). Also available online.
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Dayton, Jennifer. "Student perception of behavior management systems /." Full text available online, 2005. http://www.lib.rowan.edu/home/research/articles/rowan_theses.
Thesis (M.S. in Information Warfare Systems Engineering and M.S. in Information Operations)--Naval Postgraduate School, September 2007. Thesis Advisor(s): Iatrou, Steven ; O'Connell, Robert. "September 2007." Description based on title screen as viewed on October 24, 2007. Includes bibliographical references (p. 61-64). Also available in print.
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Dunn, Lindsay, and n/a. "Management training and change in self-perception." University of Canberra. Education, 1990. http://erl.canberra.edu.au./public/adt-AUC20060706.162407.
This quasi-experimental study was to make a comparison between the
level of self-perception prior to and following a training process.
The study attested the view that the action learning based program in
question was an effective mechanism for change in self-perception.
The population studied were officers of the Australian Public Service
and the Commonwealth Teaching Service located in the Australian Taxation Office, Austrade, ACT Schools Authority and the Department
of Community Services and Health. A pilot study conducted in the
Public Service Board in 1987 suggested that an action learning
training process may be impacting on management competencies.
Respondent's attitudes to nine personality variables were measured
using the Saville Holdsworth Occupational (OPQ) Concept 5
Questionnaire. The variables were Assertive, Gregarious, Empathy,
Field of Use, Abstract, Structure, Anxieties, Controls and Energies.
Using the Solomon's Four quasi-experimental design, containing three
experimental and two control groups, pre-test, change and post-test
scores were compared using a one-way Analysis of Variance. Where
pre-tests were statistically significantly different an Analysis of
Covariance was used,
The general conclusion from the study was that the experimental
groups showed an overall insignificant relationship with training
particularly as control groups showed similar differences over time.
Apart from few exceptions the results did not support any strong
notion of positive change in self-perception as a result of a training
intervention.
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Bukszar, Edward William Jr. "Strategic management and the perception of order." Diss., The University of Arizona, 1990. http://hdl.handle.net/10150/184963.
Retrospective sense-making produces a perception of a world more orderly than it is. In retrospect we recall the actual outcome of a situation as more predictable than it really seemed in prospect. Thus, we see outcomes as unsurprising, as relatively predictable before hand. A key question, and the one which is the central focus of this paper, is, what effect does this inflated perception of order have on strategic management? Three studies presented here suggest that: (1) Knowing eventual outcomes often distorts later reevaluations of initial decisions. Advanced strategy students analyzing a complex business case were unable to ignore information concerning the outcome of decisions made in the case and systematically distorted their evaluations of initial decisions and projections for the future. (2) Access to environmental history and comparative feedback may impede performance by leading decision makers to expect the future to be more predictable than it is. These factors led to persistent poor performance in a dynamic resource allocation task. (3) Remedial efforts aimed at correcting the bias should focus on cognitive factors to a greater degree than motivational factors. Large and equal hindsight shifts were produced in two groups of students by presenting outcomes as either "real" or as the result of a coin flip, which appears to weaken a self-flattery explanation of hindsight shift and give support to a cognitive account. Research and practical implications are suggested.
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Monroy, Gildardo. "Risk Management and Perception of Coffee Growers." Doctoral thesis, Pontificia Universidad Católica del Perú, 2017. http://tesis.pucp.edu.pe/repositorio/handle/123456789/11977.
The current research studied the relationship between risk management by the
institutions underlying the Colombian coffee sector and risk perceptions held by Colombian
coffee growers from a neo-institutional approach, in order to explain the risk perceptions
and individual behaviors of coffee growers and establishing the effect of institutions on risk
perception and management of Colombian coffee growers. The research was performed
through an explanatory study with a sequential mixed approach, formed by two phases: (a)
a qualitative phase characterized by elaboration of taxonomies on the risks Colombian
coffee growers are vulnerable to, and on risk management instruments offered by
institutions, creating a coffee grower’s profile, sociodemographic features and exploitation
scale; and (b) a quantitative stage that developed a Structural Equation Model (SEM),
through which the existing relationship between risk management offered by Colombian
coffee sector institutions and risk perceptions of Colombian coffee growers was empirically
evaluated, by studying risk perceptions from past experiences and the way coffee growers
deal with the risk associated to situations they must face, risk attitudes and management
strategies.
The study concluded that the set of risk management instruments offered by the
institutions underlying the coffee sector lower risk exposure of Colombian coffee growers,
and also determine their risk management strategies. In addition, the current study showed
that adjusting the extended model proposed by Sitkin and Pablo (1992) showed its capacity
to capture the relationships observed in the context of the Colombian coffee grower.
Finally, the institutions underlying the coffee sectors affect risk perceptions of opportunity
or threat situations faced by coffee growers; it is also validated through the existing
relationship between the constructs. Tesis
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Pirzada, Aslam Muhammad. "Reliability in irrigation management : design, perception and reality." Thesis, University of Southampton, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.269939.
The concept of risk has been interpreted, defined and researched overtime in many different ways. This research uses semi-structured interviews to explore the perception of risk through the views of UK bank managers. Although different risks are identified and discussed in this thesis, the main risk that these interviews are concerned with is credit risk. It builds on previous work from Mikes (2009, 2011) and Wahlstrom (2009) and uses structuration theory to understand how human beings interact with social systems to produce organizational outcomes. Twenty five (25) interviews were conducted among banking managers and executives over a period of close to two years. There were five (5) banks that participated in this research but the largest two banks (Glass bank and Penny bank) were analysed and presented separately because of the significant differences in their approaches to risk management despite their similarities in size and international operations. The other three (3) banks were much smaller in operations with no global operations and not much overall differences in their approach to risk management. The research finds three distinct approaches to risk management, based on perception. The first approach is based on a perception of risk as a measureable and quantitative construct. Managers and risk executives from Glass bank are strong believers of this risk philosophy and hence, the social subject (agent) is consciously separated from the object (the system) and the rule and procedures are viewed as being separate and distinct from the agents that implement and reproduce them. This approach mirrors what Layder (1987) refers to as “structural dualism” where the subject and the object are independent of each other but work together to produce organizational outcome. The emphasis in this approach is on the structure. The second approach to risk is situated in the belief that risk should be explored as a social variable, where the emphasis is not exclusive to measurement and calculation but rather on understanding risk by examining customer needs and building relationships through communication in an effort to better serve risk needs. This approach was mostly evident in Penny bank where risk is operationalized, as opposed to being centralized as in Glass bank and the focus is on customer satisfaction and a moderate risk-return philosophy. The emphasis on this approach is on the agent. The third approach to risk, views risk as a mixture of both system or structure and agent. This approach was most common among the other three (3) smaller banks. Fairly equal weight was ascribed to understanding risk as a social force and measuring it as a wealth creator. In each case, the role of the agent was recognised but the importance of the agent in reproducing organizational outcome is different. This study also finds that the changes made to the risk management system after the financial crisis reflects an intensification of the old procedures in all of the banks. This, is a mostly because bank managers do not believe that the system is inherently flawed (as argued by McGoun 1995) but rather needs to be improved and perfected.
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Fuller, Steve. "Children's perception of parental management of their behaviour." Thesis, Bangor University, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.247337.
Horisberger, Bruno, and Rolf Dinkel, eds. The Perception and Management of Drug Safety Risks. Berlin, Heidelberg: Springer Berlin Heidelberg, 1989. http://dx.doi.org/10.1007/978-3-642-74272-9.
Wankhade, Lalit. Quality uncertainty and perception: Information asymmetry and management of quality uncertainty and quality perception. Berlin: Physica-Verlag, 2010.
Wankhade, Lalit, and Balaji Dabade. "Dynamics of Quality Perception." In Contributions to Management Science, 83–117. Heidelberg: Physica-Verlag HD, 2010. http://dx.doi.org/10.1007/978-3-7908-2195-6_6.
Singh, N. K. "Perception of Reality and Creativity." In Management for Professionals, 69–75. New Delhi: Springer India, 2012. http://dx.doi.org/10.1007/978-81-322-0469-5_11.
Campiolo, Márcia R. F. "Professional Image and Client Perception." In Medical Office Management, 137–45. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-13887-9_10.
Campiolo, Márcia R. F. "Managing the Client’s Time Perception." In Medical Office Management, 123–36. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-13887-9_9.
Boyle, Tony. "Perception and decision making." In Health and Safety: Risk Management, 442–59. Fifth edition. | Abingdon, Oxon; New York, NY : Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9780429436376-28.
Boyle, Tony. "Perception and decision making." In Health and Safety: Risk Management, 442–59. Fifth edition. | Abingdon, Oxon; New York, NY : Routledge,: Routledge, 2019. http://dx.doi.org/10.4324/9780429436376-32.
Zweifel, Peter, and Roland Eisen. "Risk: Measurement, Perception, and Management." In Springer Texts in Business and Economics, 25–69. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-20548-4_2.
Тези доповідей конференцій з теми "Management perception":
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defgi, iabcm. "perception-id74." In 9th International Economics and Business Management Conference. European Publisher, 2020. http://dx.doi.org/10.15405/epsbs.2020.12.05.100.
Omar, Nasiroh, and Siti Z. Z. Abidin. "Towards measuring self-perception in disseminating information." In Knowledge Management (CAMP). IEEE, 2010. http://dx.doi.org/10.1109/infrkm.2010.5466928.
Thornley, V., R. Kemsley, C. Barbier, and G. Nicholson. "User perception of demand side management." In CIRED Seminar 2008: SmartGrids for Distribution. IEE, 2008. http://dx.doi.org/10.1049/ic:20080437.
Shrivastava, Preeti, Nitha Siju, and Araby Madbouly. "Project Management Students’ Perception on E-Learning." In 2021 International Conference on Software Engineering & Computer Systems and 4th International Conference on Computational Science and Information Management (ICSECS-ICOCSIM). IEEE, 2021. http://dx.doi.org/10.1109/icsecs52883.2021.00035.
Soyka, Florian, Markus Leyrer, Joe Smallwood, Chris Ferguson, Bernhard E. Riecke, and Betty J. Mohler. "Enhancing stress management techniques using virtual reality." In SAP '16: ACM Symposium on Applied Perception 2016. New York, NY, USA: ACM, 2016. http://dx.doi.org/10.1145/2931002.2931017.
Dharmayasa, I. Putu Arya, I. Made Dwita Atmaja, and Luh Indrayani. "Students Perception Towards Plagiarism." In 5th International Conference on Tourism, Economics, Accounting, Management and Social Science (TEAMS 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.201212.045.
Adámek, Pavel. "CORPORATE SOCIAL RESPONSIBILITY: THE IMPORTANCE OF THE STAKEHOLDER PERCEPTION." In Business and Management 2016. VGTU Technika, 2016. http://dx.doi.org/10.3846/bm.2016.53.
The differing views regarding the role of business in society are often presented as being placed within the stakeholder-shareholder debate. Corporate Social Responsibility (CSR) not only sits comfortably with the mantra of maximising shareholder value, sustainable CRS practices enhance shareholder value. The purpose of the current paper is to focus on the strategic implications of stakeholder approach in theoretical background with confrontation in a sample of Czech small and medium-sized enterprises (SME) and large enterprises. Data were collected through personal questionnaires that were subsequently evaluated by dependence on the type of stakeholders and their level of significance. The findings of the research discovered considerable differences between the perception of the role and importance of the various stakeholders. The contribution of this paper derives in application of stakeholder approach in Czech enterprises. They are seen as having an obligation to consider society’s long-run needs and wants, which implies that they engage in activities that promote benefits for society.
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Radavičienė, Indrė, Vytautas Dikčius, and Veranika Slavuta. "Impact of different price discount frames and levels on customer perception and behavioural intention." In Contemporary Issues in Business, Management and Economics Engineering. Vilnius Gediminas Technical University, 2019. http://dx.doi.org/10.3846/cibmee.2019.002.
Purpose – this paper aims to examine the effect of framing price promotion on consumers’ purchase intentions. The main purpose of this paper is to analyse the impact of percentage and monetary price discount frames, discount levels of 20%, 40%, 60% and 80% on customer behavioural intention and perception within a high-end hospitality industry context. Research methodology – this study considers 8 manipulated sample scenarios that have been developed. In summary, the experiment consisted of 2×4 designs of the high-end hospitality industry. Two independent variables were included in the experiment: two discount formats (€-off, %-off) and four discount levels to instigate the impact it has on the behavioural intentions and perceptions. Findings – research has proved that in the high-end hospitality industry, different price discount frames and levels have a significant impact on customer behavioural intentions and perceptions. Research limitations – the results of this study show that the threshold for the discount rate may depend on the type of hotel. Therefore, in the future, the impact of a discount on several hotels of different levels should be assessed in one study. Practical implications – the practical implication for service firms that want to use price discount promotions to encourage sales and increase revenue is that they should carefully consider the price range and the value or quality of image they intend to signal when using these different price discount frames and the service they are selling to determine the discount level to use. Originality/Value – this paper is valuable to high-end service marketers that seek to use price discount promotions to encourage sales and increase revenue.
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Ong, Jiun Keat. "Perception management for the guidance of unmanned vehicles." In 2004 IEEE Conference on Cybernetics and Intelligent Systems. IEEE, 2004. http://dx.doi.org/10.1109/iccis.2004.1460710.
Kemp, Henry L. "Asset Management Perception for Industrial Compressed Air Systems." In ASME 1996 Citrus Engineering Conference. American Society of Mechanical Engineers, 1996. http://dx.doi.org/10.1115/cec1996-4205.
It is widely accepted that industrial and commercial electricity users will continue to be increasingly challenged to reduce costs in order to be more competitive in their local, national and international market place. Today’s forward thinking and effective managers are viewing and managing the industrial compressed air system as an asset, not a necessary evil. Paper published with permission.
Звіти організацій з теми "Management perception":
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Trone, Janis R., SeongKyung Cho, Jooho Whang, and Moo Yul Lee. Assessment of public perception of radioactive waste management in Korea. Office of Scientific and Technical Information (OSTI), November 2011. http://dx.doi.org/10.2172/1031308.
Dees, Lawrence A. Risk perception on management of nuclear high-level and transuranic waste storage. Office of Scientific and Technical Information (OSTI), August 1994. http://dx.doi.org/10.2172/10178329.
Briand, Noelle J. How to Win Friends and Influence People: Planning Perception Management at the Division and Corps Level. Fort Belvoir, VA: Defense Technical Information Center, May 2004. http://dx.doi.org/10.21236/ada427329.
Jones, B. G., S. Shaheen, and N. Moray. Development of advanced direct perception displays for nuclear power plants to enhance monitoring, control and fault management. Office of Scientific and Technical Information (OSTI), August 1997. http://dx.doi.org/10.2172/510573.
Jones, B., S. Shaheen, N. Moray, P. Sanderson, and D. V. Reising. Development of advanced direct perception displays for nuclear power plants to enhance monitoring, control and fault management. Progress report. Office of Scientific and Technical Information (OSTI), May 1993. http://dx.doi.org/10.2172/10168724.
Safford, Thomas, Matthew Cutler, Megan Henly, Karma Norman, and Phillip Levin. Public perceptions of environmental management in the Puget Sound region. University of New Hampshire Libraries, 2012. http://dx.doi.org/10.34051/p/2020.183.
The purpose of this deliverable is to provide detailed information on the informed consent procedures that will be implemented for the participation of humans, including the information about the management of informed consent forms. This pertains to work conducted in WP 2 Governance, policy, and international law, WP 3 Public perception, WP 6 Ocean alkalinization case studies, and WP 7 Stakeholder Dialogue and the Provision of Knowledge, which involves the collection of information from laypersons and stakeholders.
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Michaelson, Dawn M., and Karla P. Teel. Active learning in an apparel production management course: Student perceptions, instructor training, and learning outcomes. Ames: Iowa State University, Digital Repository, 2017. http://dx.doi.org/10.31274/itaa_proceedings-180814-352.
Veland, Siri, and Christine Merk. Lay person perceptions of marine carbon dioxide removal (CDR) – Working paper. OceanNETs, July 2021. http://dx.doi.org/10.3289/oceannets_d3.3.
This working paper presents first insights on lay public perceptions of marine carbon dioxide removal (CDR) approaches. In seven focus groups, three in Germany and four in Norway (including one pilot) the researchers asked members of the lay public to share their views of the ocean and the effects of climate change, four CDR approaches, as well as their reflections on responsible research and innovation (RRI) of marine CDR. The four CDR methods were ocean iron fertilization, ocean alkalinity enhancement, artificial upwelling, and blue carbon management through restoration of coastal and marine ecosystems. In addition, respondents were asked to compare the four approaches. Our findings indicate that the public will be very supportive of blue carbon management irrespective of its actual carbon sequestration potential, due in part to the perceived bad state of marine ecosystems worldwide. Participants were skeptical whether any of the CDR approaches could have relevant effect on carbon sequestration and long-term storage; they reasoned about issues such as the ability to scale up treatments in time and space, unforeseen or unforeseeable effects on ecosystems in time and space, and the role of industry in the implementation process. They argued that despite the potential availability of marine CDR, industry and the general public should stop polluting behaviors and practices. Nevertheless, the participants universally agreed that further research on all four CDR methods should be pursued to better understand effects on climate, ecosystems, local communities, and the economy.
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Merk, Christine. Summary report on Workshop 1 laypersons’ perceptions of marine CDR, Deliverable 3.1. OceanNETs, March 2021. http://dx.doi.org/10.3289/oceannets_d3.1.
This deliverable reports about the successful completion of three group discussions on marine carbon dioxide removal (CDR) with laypersons in Germany. The 2-hour group discussions were held online. 5 participants discussed these three topics: (1) the environmental state of the oceans, (2) four selected marine CDR approaches, and (3) responsible research and innovation. The four approaches were ocean fertilization, ocean alkalinization via ocean liming and electrochemical weathering in desalination plants, artificial upwelling, and blue carbon management via kelp forests, mangroves and seagrass meadows.
