Narrow Results

Learning from examples has a number of distinct algebraic forms, depending on what is to be learned from the available information. One of these forms is , where the input-output tuple (x, y) is the available information, and G represents the process determining the mapping from x to y. Various models, y = f(x), of G can be constructed using the information from the (x, y) tuples. In general, and for real-world problems, it is not reasonable to expect the exact representation of G to be found (i.e. a formula that is correct for all possible (x, y)). The modeling procedure involves finding a satisfactory set of basis functions, their combination, a coding for (x, y) and then to adjust all free parameters in an approximation process, to construct a final model. The approximation process can bring the accuracy of the model to a certain level, after which it becomes increasingly expensive to improve further. Further improvement may be gained through constructing a number of agents {α}, each of which develops its own model f_α. These may then be combined in a second modeling phase to synthesize a team model. If each agent has the ability for internal reflection the combination in a team framework becomes more profitable. We describe reflection and the generation of a confidence function: the agent's estimate of the correctness of each of its predictions. The presence of reflective information is shown to increase significantly the performance of a team.

Entrepreneurship is considered to be a driving force behind nations’ economic development, and entrepreneurship education’s role is essential in shaping entrepreneurial attitudes, skills and culture. The objective of this study was to investigate students’ experiences of entrepreneurship education in a developing economy, especially as regards learning in and through teams. The research project was conducted in Namibia, where the challenges to breaking out of poverty are huge. Methodologically, the study was based on qualitative thematic analysis of semi-structured interviews (2009–2014) of higher education students ($N=13$) taking part in an action-based, experiential entrepreneurship programme. In the analysis of students’ teamwork experiences, five main themes related to learning in and through teams emerged — the first three relating to individuals, the fourth to the team, and the fifth to wider social relations: (i) psychological safety, (ii) tolerance of uncertainty, (iii) strengthening of self-efficacy, (iv) strengthening of team-efficacy, and (v) understanding of others and other cultures. The outcomes may be utilised in establishing, developing and planning similar entrepreneurship education programmes across different cultural settings in developing economies.

This paper investigates how unstructured knowledge transfer is managed in ICT teams. In this context, unstructured knowledge refers to knowledge that is not supported by organisational strategy or any formal structure due to its ad hoc and versatile nature. The research utilises empirical material produced for use by the organisation, thus offering a realistic picture of transferring knowledge. Before knowledge management can be supported, it is necessary to understand how it is transferred and externalised in teams. To increase required understanding, this qualitative research investigated how team members in practice utilised knowledge that was created in the team, and how they attempted to support each other to benefit from existing knowledge. In the analysis, three frameworks were used, namely SECI, CIP and ba.

Both academics and practitioners are underlining the relevance of business model innovation in unlocking lasting, competitive advantages. To understand how business model innovation is achieved in the team level and which contingency factors drive or inhibit the process, this study scrutinizes the strategic accord and tension of analogous and opposing action strategies, as potential contingency factors controlling and balancing the effects of external and internal tacit knowledge on business model innovation. Using a research sample of 162 team projects, our empirical study supported the research hypotheses regarding how tacit knowledge fuels business model innovation, highlighting differed moderating roles of three open action strategies (team autonomy, team creativity, and team diversity) on the relationship between two transferred knowledge types and business model innovation of technology-intensive companies. This study shed light on how team management strategies, namely manifestations of open action strategies, moderate the effectiveness of tacit knowledge on business model innovation.

Ministry of Emergency Management of the People’s Republic of China was established on the basis of the original Work Safety Supervision and Management Department. In addition to assuming the responsibilities of the two committees and four departments, it also administers the four major industries such as non-coal mines, metallurgical industry and trade, hazardous chemicals, fireworks, and firecrackers. The comprehensive coordination quality of the emergency management personnel, and professional quality are constantly improved. This paper conducts a study on the Professionalization of China’s Emergency Management Team, and provides a research basis for further developing the Emergency Management.

Understanding a situation requires integrating many pieces of information which can be obtained by a group of data collectors from multiple data sources. Uncertainty is involved in situation assessment. How to integrate multi-source multi-member uncertain information to derive situation awareness is an important issue in supporting decision making for crisis problems. The study focuses on how uncertain situation information is presented, integrated and finally how situation awareness information is derived. A multi-sources team information integration approach is developed in the study to support a team's assessment for a situation in an uncertain environment. A numerical example is then shown for illustrating the proposed approach.