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The purpose of this study is to test the relationship between team composition and team performance by applying the construct of Ten Haaf, Bikker and Adriaanse.

Data were collected from a sample of 39 teams out of a population of 234 undergraduate MBA students. Four performance indices of each team were tested against the Ten Haaf et al. scores by using Spearman's rank test.

A statistical relation between team composition according to Ten Haaf et al. and team performance was not found. It is argued that Ten Haaf et al. and other authors do not use constructs according to Belbin's theory of balancing teams.

There is need for a construct, which is isomorphic with Belbin's notions of team balancing. The relation between this construct and performance should be tested.

The current team balancing constructs in literature are of limited use. As the various constructs give differing assessments of balance these constructs should not be used. Implications are suggested for more prescriptive algorithms for designing balanced teams.

The team composition algorithm of Ten Haaf et al. has not been tested up to now with regard to team performance. The study amplifies on the ambiguity of the concept of team balance.

The adoption of electronic health records (EHRs) and digitization of health data over the past decade is ushering in the next generation of digital health tools that leverage artificial intelligence (AI) to improve varied aspects of health system performance. The decade ahead is therefore shaping up to be one in which digital health becomes even more at the forefront of health care delivery – demanding the time, attention, and resources of health care leaders and frontline staff, and becoming inextricably linked with all dimensions of health care delivery. In this chapter, we look back and look ahead. There are substantive lessons learned from the first era of large-scale adoption of enterprise EHRs and ongoing challenges that organizations are wrestling with – particularly related to the tension between standardization and flexibility/customization of EHR systems and the processes they support. Managing this tension during efforts to implement and optimize enterprise systems is perhaps the core challenge of the past decade, and one that has impeded consistent realization of value from initial EHR investments. We describe these challenges, how they manifest, and organizational strategies to address them, with a specific focus on alignment with broader value-based care transformation. We then look ahead to the AI wave – the massive number of applications of AI to health care delivery, the expected benefits, the risks and challenges, and approaches that health systems can consider to realize the benefits while avoiding the risks.

We explore the simultaneous influence of activist organizations and corporations on institutional change. Focusing on protests, campaign contributions, and lobbyists as the strategies used by activist organizations and corporations to influence institutional change, we study the dynamics between movements and counter-movements and their influence on the probability of institutional change. In the context of the US tobacco industry, the results shed light on the effectiveness of these strategies and uncover potential moderators of this relationship. Overall, we demonstrate the simultaneous and asymmetric effects of activist organizations and corporations that use conspicuous and inconspicuous strategies to change institutions.

Chapter 1 builds a shared understanding of the definition and role of curriculum in learning. The attributes of a curriculum are presented and described with the research literature. The role and function of these attributes in the design of an effective learning experience are examined in detail.

As there are multiple meanings of the word “curriculum” in use, it is necessary to define this term as used in this work. This definition is not meant to suggest that this is the “one,” “true,” or “only” way to conceive of the term, but instead to suggest a useful and practical conceptual framework for curriculum as a multidimensional, dynamic, and causal component of the instructional system. This definition provides the conceptual framework for curriculum as used in this work.

The term derived from a Latin word (currere) denotes “a race course” (Etymology Online, 2018). Educators in the sixteenth century borrowed this denotation for what is now higher education to increase “order” in the learning processes and enhance learning (Hamilton, 2013). The term now describes the collection of learning experiences in a prescribed instructional unit of study, leading to a defined outcome.

The purpose and function of the curriculum in the learning process are to organize, order, and structure the learning process to facilitate learning. In this system of design, three global dimensions are differentiated to promote and enhance the learning of all individuals who pursue it. These global dimensions determine a learner’s ability to engage with, learn from, and demonstrate authentically the intended learning articulated in the curriculum.

The attributes of an effective curriculum are extracted from the educational literature and converted into criteria with which to evaluate a completed curriculum. These criteria include externally valid content, coherence, alignment, interconnectedness, complexity, and the inclusion of opportunities to demonstrate the expected outcomes. Additionally, the structure of the course groupings is evaluated by the criteria of structure, integration, sequence, and consistency. Each of these standards is discussed and explained as it applies to the design of effective curricula.

“UNDER the clock at Charing Cross Station at 8.30 p.m.” So ran our instructions for Thursday, April 13th. The weather for a fortnight past had brought snow, a wind that was nipping and eager, and weather prophets were not sanguine. One London periodical indeed had burst out with a quotation from Browning adapted to the circumstances:

IT would be quite impossible adequately to report a Dublin conference of any kind in purely professional terms. The warm friendliness of its people demands an equally personal reaction from its visitors and for public librarians certainly this is as it should be, because we are ourselves, above all, involved with people. So professional affairs at this conference were kept in their proper place—as only a part of the whole and merely providing a framework round which the business of renewing contacts and making friends could take place.

The purpose of this paper is to study how a Wiki is used for knowledge sharing within an organization.

The aim of this research is to evaluate this Wiki performance regarding knowledge sharing objectives.

A Wiki has been deployed since several years within STMicroelectronics Company to improve Business Intelligence teamwork.

The proposed evaluation methodology is based on a user-centered approach.