Making decisions at the right time and in the right way is vital in dealing with extreme events. However, uncertainties and severe time constraints usually make the tasks hard and stressful. Since catastrophes are not frequent events in our lives, prior practice is essential to increasing preparedness. In accordance with its rapid development and extensive dissemination, information communication technology (ICT) has been recognised as an indispensable instrument, not only to assist onsite activities of professional emergency responders, but also to support collaborative actions of a wide-range of stakeholders for effective preparedness. This research intends to explore the feasibility of workshop-style decision-making exercises on the basis of scenarios of extreme events, and to examine the role of ICT in mediating the interactive processes during a workshop. A comparative approach between the UK and Japan was employed to find similarities and differences in the way of identifying major issues, proceeding to a discussion, and reaching a decision on which course of action to take. Interviews with Japanese and British experts, including researchers and practitioners, were conducted to develop realistic scenarios and to hear their opinions about the use of ICT in the crisis preparedness context. Experimental face-to-face (FTF) workshops and online workshops were respectively organised for Japanese and British research participants to examine the applicability of the scenario method under these two different methods of communication. Complementary online workshops were also conducted for Japanese and British practitioners to obtain practical feedback on the idea of scenario-based online workshops. The main finding of this study was that scenario-based exercises are beneficial regardless of the nationality or the methods of communication in decision problems in which individuals have no prior experience. The most noteworthy finding was that scenario-based online workshops are unlikely to be argumentative and results-oriented under certain conditions, such as complexity of issues and tasks, amount of time spent by participants, degree of facilitation and type of technology used. This finding indicates that online exercises require different strategies from FTF exercises. In theoretical aspects, this study provides a foundation for theory formation regarding scenario methods. In addition, this work contributes to further development of online communications based on the comparison with FTF communications. In practical terms, the examination of the scenario method and use of ICT offers methodological alternatives in order to implement more robust preparedness.

This paper seeks to describe the process by which a database-centric web application was redesigned and rewritten to take advantage of Apache’s Lucene - an open-source information retrieval software library written in the Java programming language. After the implementation of a Lucene-based text index of “semi-structured data”, a college radio station's card catalog application was able to deliver higher-quality search results in significantly less time than it was able to do using just a relational database alone. Additionally, the dramatic improvements in speed and performance even allowed the search results interface to be redesigned and enhanced with an improved pagination system and new features such as faceted search/filtering.

Thesis (Ph. D.)--School of Electrical and Computer Engineering, Georgia Institute of Technology, 2004. Directed by Nikil Jayant. / Vita. Includes bibliographical references (leaves 150-160).

Thesis (M. Sc.(Computer Science))--University of Pretoria, 2003. / Includes bibliographical references.

Thesis (Ph.D.)--University of Western Sydney, 2009. / A thesis presented to the University of Western Sydney, College of Health and Science, School of Computing and Mathematics, in fulfilment of the requirements for the degree of Doctor of Philosophy. Includes bibliographies.

<p>This paper is a systematic review of scholarly studies that examines how organizations enhance their ability to generate value through social media. It explores why some organizations are able to adopt and benefit from social media while others cannot. Specifically, it examines: (i) how <i> people</i> and social networks are essential to create value at the organizational level, (ii) how <i>leadership</i> sets the vision and convinces others on the need for change, and (iii) what types of <i>strategy</i> can be implemented to enable knowledge creation through social networks. Argument is made on the vital importance of two variables in particular&mdash;leadership and strategy&mdash;and their role in moderating how the organization accepts and incorporates change to enhance overall effectiveness and efficiency. Evidence-based research is used to describe relevant theory and practice through qualitative and quantitative sources. It examines how organizations overcome the hurdles associated with change, and how individuals learn to accept new methods to connect, share knowledge, and create value through Web 2.0 technology. </p><p> Social media challenges an organization&rsquo;s ability to manage individuals and information. It requires a shift in the way people work and think; it requires a culture adjustment in how people collaborate in new, more inclusive ways other than relying on the same imbedded methods and inner core of co-workers for answers. </p><p> <i>Keywords:</i> Social Media, Social Networks, Leadership, Strategy, and Organizational Culture. </p>

In order for computerised information systems (CIS) to be utilised to their full potential they must first be successfully implemented. The acquisition and implementation process continues to be an area which is reported by the media to present problems for both public and private sector organisations (Keen, 1994; Collins, 1996). The process was originally considered to be a technical process only, but more recently there has been acknowledgement that there are human implications. The process of acquisition and implementation of CIS in the NHS has, therefore, been studied in order to identify the barriers which might be present. The research commenced by conducting a comprehensive literature search which showed some of the barriers found by previous researchers. A number of theories were examined which it was thought would be helpful in approaching the subject. A change model was then identified (MIT9Os, Scott Morton, 1991) which was used to structure the study and as an aid to analysis. The model would be examined for its utility as a change model in the NHS setting. The research used both quantitative and qualitative methods of data collection. A macro view of the process was initially sought because this approach is seldom taken (Kwon &amp; Zmud, 1987). The major part of the research consisted of 4 case studies and 2 survey questionnaires. One survey questionnaire was sent to IT/IS directors and managers about the process. It was sent to eight NHS Regions (359 questionnaires) and a response rate of 51.5% was attained. An additional questionnaire was sent out to human resource directors in the NHS. This was sent to 400 directors and the response rate was 48%. The study identified a number of barriers to implementation in different elements of the organisation, one of the most important barriers being related to politics/power. It was found that the reasons for acquiring new systems are not always articulated, and if these are not in the interests of powerful stakeholder groups, then implementation may be more difficult. Labour process theory was helpful in examining this aspect (Dent, 1996). Results show that existing models are inappropriate for the majority of CIS implementations. The MIT9Os Model (Scott Morton, 1991) was adapted, adding the element of politics/power, together with money and time as major constraining factors. The element of strategy was given a more prominent position, to indicate a pivotal role and it is argued that the model should not be an equilibrium model because of the constant change necessaiy in the modern business environment. The previous model was expanded to show some of the important issues and questions which need to be addressed by those approaching implementation. However, the research showed that the complexity of the process precluded any simple prescriptive answers to implementation problems being given. Models are little used by practitioners, but if they are used they need to carry a warning note that they are only an aid to preliminary thought, and much other background reading and analysis of the particular situation needs to accompany them.

Thesis (M.S.)--University of Missouri-Columbia, 2007. / The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on January 3, 2008) Includes bibliographical references.

Thesis (Ph.D.)--University of Wollongong, 2007. / Typescript. Includes bibliographical references: page 175-183.

Thesis (M.S.)--Oregon State University, 1993. / Typescript (photocopy). Includes bibliographical references. Also available on the World Wide Web.