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1 – 2 of 2Florian Rupp, Benjamin Schnabel and Kai Eckert
The purpose of this work is to explore the new possibilities enabled by the recent introduction of RDF-star, an extension that allows for statements about statements within the…
Abstract
Purpose
The purpose of this work is to explore the new possibilities enabled by the recent introduction of RDF-star, an extension that allows for statements about statements within the Resource Description Framework (RDF). Alongside Named Graphs, this approach offers opportunities to leverage a meta-level for data modeling and data applications.
Design/methodology/approach
In this extended paper, the authors build onto three modeling use cases published in a previous paper: (1) provide provenance information, (2) maintain backwards compatibility for existing models, and (3) reduce the complexity of a data model. The authors present two scenarios where they implement the use of the meta-level to extend a data model with meta-information.
Findings
The authors present three abstract patterns for actively using the meta-level in data modeling. The authors showcase the implementation of the meta-level through two scenarios from our research project: (1) the authors introduce a workflow for triple annotation that uses the meta-level to enable users to comment on individual statements, such as for reporting errors or adding supplementary information. (2) The authors demonstrate how adding meta-information to a data model can accommodate highly specialized data while maintaining the simplicity of the underlying model.
Practical implications
Through the formulation of data modeling patterns with RDF-star and the demonstration of their application in two scenarios, the authors advocate for data modelers to embrace the meta-level.
Originality/value
With RDF-star being a very new extension to RDF, to the best of the authors’ knowledge, they are among the first to relate it to other meta-level approaches and demonstrate its application in real-world scenarios.
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Florence Yean Yng Ling and Kelly Kai Li Teh
This study investigated what are the effective leadership styles and practices that boost employees’ work outcomes during the COVID-19 pandemic from the perspective of facilities…
Abstract
Purpose
This study investigated what are the effective leadership styles and practices that boost employees’ work outcomes during the COVID-19 pandemic from the perspective of facilities management professionals (FMPs).
Design/methodology/approach
Three predominant leadership styles (transformational, transactional contingent reward and disaster management) were operationalized into 38 leadership practices (X variables) and 8 work outcomes (Y variables). The explanatory sequential research design was adopted. Online questionnaire survey was first conducted on FMPs who managed facilities during the critical periods of COVID-19 pandemic in Singapore. In-depth interviews were then carried out with subject matter experts to elaborate on the quantitative findings.
Findings
During the pandemic, FMPs were significantly stressed at work, but also experienced significant job satisfaction and satisfaction with their leaders/supervisors. Statistical results revealed a range of leadership practices that are significantly correlated with FMPs’ work outcomes. One leadership practice is critical as it affects 4 of the 8 FMPs’ work outcomes - frequently acknowledging employees’ good performance during the pandemic.
Research limitations/implications
The study explored 3 leadership styles. There are other styles like laissez faire and servant leadership that might also affect work outcomes.
Practical implications
Based on the findings, suggestions were provided to organizations that employ FMPs on how to improve their work outcomes during a crisis such as a pandemic.
Originality/value
The novelty is the discovery that in the context of a global disaster such as the COVID-19 pandemic, the most relevant leadership styles to boost employees’ work outcomes are transactional contingent reward and disaster management leadership. The study adds to knowledge by showing that not one leadership style is superior – all 3 styles are complementary, but distinct, forms of leadership that need to work in tandem to boost FMPs’ work outcomes during a crisis such as a pandemic.
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