1,720,989 research outputs found
Going Beyond Counting First Authors in Author Co-citation Analysis
Full text linkThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
Variations on the Author
Full text link“Variations on the Author” discusses two of Eduardo Coutinho’s recent films (Um Dia na Vida, from 2010, and Últimas Conversas, posthumously released in 2015) and their contribution to the general question of documentary authorship. The director’s filmography is characterized by a consistent yet self-effacing form of authorial self-inscription: Coutinho often features as an interviewer that rather than express opinions propels discourses; an interviewer that is good at listening. This mode of self-inscription characterizes him as an author who is not expressive but who is nonetheless markedly present on the screen. In Um Dia na Vida, however, Coutinho is completely absent form the image, while Últimas Conversas, on the contrary, includes a confessional prologue that moves the director from the margins to the center of his films. This article examines the ways in which these works stand out in the filmography of a director who offers new insights into the notion of cinematic authorship
Appropriate Similarity Measures for Author Cocitation Analysis
Full text linkWe provide a number of new insights into the methodological discussion about author cocitation analysis. We first argue that the use of the Pearson correlation for measuring the similarity between authors’ cocitation profiles is not very satisfactory. We then discuss what kind of similarity measures may be used as an alternative to the Pearson correlation. We consider three similarity measures in particular. One is the well-known cosine. The other two similarity measures have not been used before in the bibliometric literature. Finally, we show by means of an example that our findings have a high practical relevance.information science;Pearson correlation;cosine;similarity measure;author cocitation analysis
Dispelling the Myths Behind First-author Citation Counts
Full text linkWe conducted a full-scale evaluative citation analysis study of scholars in the XML research field to explore just how different from each other author rankings resulting from different citation counting methods actually are, and to demonstrate the capability of emerging data and tools on the Web in supporting more realistic citation counting methods. Our results contest some common arguments for the continued
use of first-author citation counts in the evaluation of scholars, such as high correlations between author rankings by first-author citation counts and other citation
counting methods, and high costs of using more realistic citation counting methods that are not well-supported by the ISI databases. It is argued that increasingly available digital full text research papers make it possible for citation analysis studies to go beyond what the ISI databases have directly supported and to employ more
sophisticated methods
Employee Attrition in ITeS Call Centers in Selected Clusters of North India
No full textPh.D, SOM, ThesisIndian Information Technology-Business Process Management (IT-BPM) sector has been growing at a
fast pace. The main functional areas of this sector are customer care, finance and administration,
human resources and payment services like employee leasing and content development. But, customer
care is the most important functional area. About 70% of Indian BPO industry’s revenue comes from
ITeS call-centers, 20% from high-volume, low-value data work and the remaining 10% from highervalue
information work (Nayanathara, 2007). India is the only country that offers the depth and breadth
of offerings across different segment of this industry – IT Services, BPM, Engineering & R&D,
Internet & Mobility and Software Products. IT Services is a USD 50 billion sector, BPM is a USD 20
billion sector, Engineering crossed USD 10 billion and Software products, Internet & Mobility are
emerging opportunities (NASSCOM, 2014). The Indian IT-BPM industry exports expected to reach
USD 84-87 billion - growth rate of 12-14% where as domestic revenues to grow by 13-15% and reach
INR 1180-1200 billion (NASSCOM, 2014). The Indian IT-BPM sector continues to be one of the
largest employers in the country directly employing nearly 3 million professionals, adding over
180,000 employees (NASSCOM, 2013).
Human capital is the most important driver for the success of any organization. No doubt, available
talent pool is the backbone for Indian BPO industry. Due to cheap labor in Asian countries, the United
States of America and United Kingdom are outsourcing their non-core/core business activities to
Indian firms. Thus, it generates many employment opportunities for people (18-50 years) in India
having fluency in English. The management of the ITeS call centers provides many benefits to their
employees.
Despite many benefits given to the employees of the Indian ITeS call centers, the industry is facing
many issues. Nowadays, the most important issue in ITeS call center industry is employee attrition. It
has been increasing since the inception of the outsourcing sector in India. Employee attrition can be
defined as a reduction in the number of employees through retirement, resignation or death. It may also
be understood as separation of an employee by any other means.
Although many researchers have tried their level best to find out the reasons and solutions for the
same, but no one yet has come up with a proper remedy for this ever increasing problem of employee
attrition. The researchers have failed to focus on ‘what actually the employees of ITeS call centers are
looking for? The present study analyzes the existing attrition scenario in ITeS call centers. But, the
prime concern of this research is to identify the key factors responsible for employee attrition. This has
been achieved through a well-structured comprehensive questionnaire to identify the factors
responsible for employee attrition. After identification of these key factors, retention strategies are
suggested, to tackle the problem of attrition.
A five point Likert scale has been employed for identifying the key factors responsible for employee
attrition through questionnaire. The data was analyzed using factor analysis, t-test, AHP and step-wise
multiple regression analysis. Based on the primary data and secondary data sources, it has been found
that the employee attrition rate is highest in case of ITeS call center industry, in comparison to all the
other Indian sectors. A total of eleven factors are extracted through factor analysis. These are:
manager’s attitude, work culture, customer handling interface, night shift and personal growth
opportunities, nature of the job profiles, health hazards and stress problems, performance management
systems, training and development techniques, salary structure and monetary incentives, job
satisfaction, nepotism and social recognition. Further, step wise regression analysis was conducted to
extract important predictors for employee attrition. Employee attrition is the dependent variable and
the independent variables of the study are the eleven factors identified through factor analysis. The
predictors of the model are: salary structure and monetary benefits, health hazards and stress problems,
job satisfaction and nature of the job profiles. These four variables explain 28.1 percent of variation.
Based on the factor analysis results, employee retention strategies were classified into i) professional
development programs, ii) employee engagement and other HR Initiatives.
There was another question for ITeS employees in the questionnaire, i.e., ‘What will make you stay for
a longer tenure in their organizations?’ Majority of the respondents supported higher salaries along
with timely promotions and fair performance management systems for retention. Further, they
preferred good personal growth opportunities along with challenging job profile. A conducive work
culture and cooperative bosses were also next in priority.
Therefore, the management of the ITeS call centers should emphasis on all the above listed factors so
that the employee retention can be improved.LMTSOM, Thapar University, Patial
koamabayili/VECTRON-author-checklist: VECTRON author checklist
No full textWe have done our best to complete the author checklist relating to the use of animals in the hut study. Note that the objective for the hut study was to evaluate the IRS treatment applications for residual efficacy against Anopheles mosquitoes, including the local An. coluzzii mosquito population. Cows were only used to attract mosquitoes into the huts and no tests were carried out directly on the cows. The author checklist is intended for use with studies where experiments are carried out on animals, which is why we have had such difficulty in completing this for the hut study, as many of the questions do not relate to how the cows were used
A Study on Business Planning and Marketing Strategy in the Context of Globalization for Small and Medium Enterprises in the Select Automotive Clusters of India
No full textPhD, SOM, ThesisSMEs/SSBEs form the back bone of the economic development in every country across the world – be it developed, emerging or developing country. Besides industrial development in the country, they have unequivocally accounted to increased employment and exports. Their importance can be gauged from the fact that in the recent budget (Financial Year 2014-15) the Indian government had announced INR 100 billion fund for creating new businesses. The government further announced to reinforce substantively the manufacturing sector to revive economy and employment opportunities. Manufacturing has a cascading effect on the service sector as well besides ensuring industrial growth and employment. This is in addition to creation of a dedicated Ministry of Micro, Small and Medium Enterprises (MSME) way back in 2006. This emphasizes the resolve of the nation to ensure that SMEs grow and become profitable, thus contributing to the national economy. Attempts are also being made by government and other stake holders to rescue dying SMEs and revive those that are now dormant to unleash the locked resources though a variety of interventions and actions.
Literature on what should be done to support the SMEs in their efforts are copious and freely available. However, there is sparse literature on what the Indian SMEs could do to help themselves survive and succeed. This study seeks to cull out factors and steps that SMEs and SSSBEs, particularly in the automotive and related light engineering sectors could take to withstand the kaleidoscopic changes happening in the business eco-system. A survey of literature was done to ascertain research gaps. Based on this and expert opinion a questionnaire was designed consisting of 57 items to test the three hypotheses formulated on the Likert scale of 5. There were also 9 items on nominal scale viz. Yes/No type in the questionnaire. A pilot test of this was done to test the rigor, relevance and the ease of administration on 51 respondents. The questionnaire was also checked for its reliability and validity. The questionnaire was then finalized and administered to 654 respondents of which 517 valid responses were obtained.
Exploratory Factor Analysis (EFA) and Analytic Hierarchy Process (AHP) were conducted. EFA gave the success factors for the SMEs; and AHP, using pair-wise weights to all the items, gave the normalized weights based on expert opinion. Combining the results obtained through EFA
x (using SPSS 20.0) and AHP gave the priority-wise steps/initiatives that the SMEs need to focus
for being successful. Further SEM (Structural Equation Modeling) was used to further check the strength of relationships and what could be final take-away in form of top most priority steps by SME owners/managers. Hypotheses were tested using Minitab 16.1 and AMOS 20.0.
What this study concluded was that there was a very strong case for business planning and it was important that SMEs engage in crafting their own marketing strategies to meld with the current and impending business scenarios. There were 18 factors needing their attention but that were far too many for resource starved SMEs to engage in all at once. Hence, a step-by-step recommendation was made:
1. Proactive innovation (0.529)
2. Technological Preferences (0.385)
3. Competitiveness (0.095)
4. Quality (0.057)
5. Product Innovation (0.055)
6. Negative attributes (0.049) i.e. Governmental support and required compliance
In other words, in order to be successful an SME would have to take the following steps:
1. Being small and resource-crunched, SMEs must constantly be innovating in all of its business processes to stay ahead of the competition.
2. Awareness of advances in technology and being prepared for the changing scenario, even when the resources are limited, means they must make right choice of technology they use.
3. At all times, they would need to be assertively competitive and sensitive to the actions in the market by other players such that they are able to leverage competition to their advantage.
4. Building quality in their entire endeavor means systematizing their business processes to give them a leg-up on their competitors besides coming with substitute offerings.
5. SMEs need to improve and innovate in their offerings especially product innovation.
6. Thorough understanding of support mechanism in terms of subsidies, loans, excise exemption schemes, industrial testing facilities, etc. available from the Government besides the mandatory compliances would help smoothen operations and free them to fully concentrate on the business of their business.LMTSOM, Thapar University, Patial
Author-wise bibliometric analysis based on entropy.
No full textAuthor-wise bibliometric analysis based on entropy.</p
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