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Voting is a commonly used ensemble method aiming to optimize classification predictions by combining results from individual base classifiers. However, the selection of appropriate classifiers to participate in voting algorithm is currently an open issue. In this study we developed a novel Dissimilarity-Performance (DP) index which incorporates two important criteria for the selection of base classifiers to participate in voting: their differential response in classification (dissimilarity) when combined in triads and their individual performance. To develop this empirical index we firstly used a range of different datasets to evaluate the relationship between voting results and measures of dissimilarity among classifiers of different types (rules, trees, lazy classifiers, functions and Bayes). Secondly, we computed the combined effect on voting performance of classifiers with different individual performance and/or diverse results in the voting performance. Our DP index was able to rank the classifier combinations according to their voting performance and thus to suggest the optimal combination. The proposed index is recommended for individual machine learning users as a preliminary tool to identify which classifiers to combine in order to achieve more accurate classification predictions avoiding computer intensive and time-consuming search.

Given the global competition between organisations to deliver products and services, the need for integrated information is felt. Enterprise Resource Planning (ERP) system is one of the important technology tools which play an important role in the integration of information in the organisation and is a prerequisite for joining the global market. This study aims to experimentally test a framework for identifying the relationship between organisational learning capability, using an organisational resource planning system, end-user satisfaction and individual performance. The results can be used to adopt human resource policies in the organisation. Smart PLS 2 software is also used for data analysis as well as the structural equation modelling. The results show that organisational learning ability through user satisfaction and the use of organisational resource planning system affects the individual performance.

The purpose of this research was to further the understanding of knowledge exchange within organisations by examining how the dyadic relationships between individuals, in terms of the channels of communication used (structural capital), knowledge awareness (cognitive capital), and the quality of their relationships (relational capital), influence opportunities for knowledge exchange (access to advice), and ultimately individual performance. data were analysed using social network analysis to determine individual network centralities, and structural equation modelling was used to test the hypotheses at the individual level. The findings suggest (1) face-to-face channels with trusted sources are the most preferred method for exchanging sensitive knowledge, (2) knowing where expertise resides and source availability is key to research knowledge exchange, and (3) centrality in knowledge network does not result in uniform increases in individual performance. While technology has the potential to increase the efficiency of knowledge exchange by removing the barriers to same-time, same-place interactions, computer-mediated communication may actually inhibit the exchange of tacit knowledge and advice because of the lean medium of the exchange, negatively impacting performance. Using a network perspective, this study adds to the literature on intra-organisational learning networks by examining how an individual’s use of different communication channels to share knowledge is related to centrality in knowledge networks, and how this impacts individual performance.

People and organisations should align their current goals and adapt to change to maintain and sustain their competitive advantages. That is the idea behind ambidexterity. Extant research has largely focused on ambidexterity at the organisational and unit levels, although individual ambidexterity is perhaps equally important to organisational success. To shed some light on the issue, this paper argues that two antecedents, handling work stress and trust building, influence individual ambidexterity and individual performance. Two hundred forty-five paired questionnaires were collected, and a construct of four items of ambidextrous behaviour was used to measure individual ambidexterity. The empirical findings indicate that an individual’s skills in handling work stress in performance management, building trust for social support and practicing individual ambidexterity, result in high performance. Individual ambidexterity mediates two of these positive relationships, between handling work stress and performance, and between trust building and performance. The research and practical implications are also discussed.