Academic literature on the topic 'Last Great Ape (Organization)'

The activity of methodical services is prerequisite for sustainable development of libraries and effective innovation. The article presents the results of the first survey over the last 30 years, conducted by the Center for study of problems of the development of libraries in the information society of the Russian state library in April — October 2017, aimed to analyse the organization of methodical services in the Central libraries of subjects of the Russian Federation, to assess their workforce capacity and to offer solutions to the revealed problems. The results of the data analysis (representativeness is 94%) demonstrates that in most of the Central libraries the methodical activity is the priority (core) trend, and methodical services continue to evolve. In their organization there is a great diversity, which manifests in setting the activity goals and objectives, in choosing the approaches to determining staffing levels, building a structure. The capacity of human resource in most of the libraries can be considered quite high: experts belong to the potentially productive age group, have sufficient experience, and regularly update their knowledge. Among the acute problems is lack of the approved methods for calculation of the normative standards for staffing levels of these units, as well as the requirements for professional growth training for methodologists. There is made the conclusion on the need to work out recommendations for the formation of staff size of methodological services, to identify and spread the best practices for the development of the government order for performance of works (services) on the methodological support of librarianship. For the organization of advanced professional training of methodologists, it is needed to combine the efforts of Federal libraries and actively introduce distance learning.

Climate change and environmental degradation are major threats to sustainable agricultural development in Southern Africa. Thus, the concept of sustainable intensification (SI) has become an important topic among researchers and policymakers in the region over the last three decades. SI involves getting more output from less input using practices such as agroforestry, organic fertilizer, sustainable water management, among others. A comprehensive review of the literature on adoption of SI in the region identified nine relevant drivers of adoption of SI among (smallholder) farmers. These drivers include (i) age, (ii) size of arable land, (iii) education, (iv) extension services, (v) gender, (vi) household size, (vii) income, (viii) membership in a farming organization and (ix) access to credit. We present the results of a meta-analysis of 21 papers on the impact of these determinants on SI adoption among (smallholder) farmers in the Southern African Development Community (SADC) using random-effects estimation techniques for the true effect size. While our results suggest that variables such as extension services, education, age, and household size may influence the adoption of SI in SADC, factors such as access to credit are also of great importance. Decision-makers should, therefore, concentrate efforts on these factors in promoting SI across the SADC. This includes increasing the efficiency of public extension service, as well as the involvement of the private sector in extension services. Furthermore, both public and private agriculture financing models should consider sustainability indicators in their assessment process.

Geographical cataloguing of traits, as used in human ethnography, has led to the description of ‘culture’ in some non-human great apes. Culture, in these terms, is detected as a pattern of local ignorance resulting from environmental constraints on knowledge transmission. However, in many cases, the geographical variations may alternatively be explained by ecology. Social transmission of information can reliably be identified in many other animal species, by experiment or distinctive patterns in distribution; but the excitement of detecting culture in great apes derives from the possibility of understanding the evolution of cumulative technological culture in humans. Given this interest, I argue that great ape research should concentrate on technically complex behaviour patterns that are ubiquitous within a local population; in these cases, a wholly non-social ontogeny is highly unlikely. From this perspective, cultural transmission has an important role in the elaborate feeding skills of all species of great ape, in conveying the ‘gist’ or organization of skills. In contrast, social learning is unlikely to be responsible for local stylistic differences, which are apt to reflect sensitive adaptations to ecology.

The brains of modern humans differ from those of great apes in size, shape, and cortical organization, notably in frontal lobe areas involved in complex cognitive tasks, such as social cognition, tool use, and language. When these differences arose during human evolution is a question of ongoing debate. Here, we show that the brains of early Homo from Africa and Western Asia (Dmanisi) retained a primitive, great ape–like organization of the frontal lobe. By contrast, African Homo younger than 1.5 million years ago, as well as all Southeast Asian Homo erectus, exhibited a more derived, humanlike brain organization. Frontal lobe reorganization, once considered a hallmark of earliest Homo in Africa, thus evolved comparatively late, and long after Homo first dispersed from Africa.

The potential for rituals in non-human great apes (apes) is an understudied topic. We derive a minimal definition of ritual and then examine the currently available evidence for it in untrained and non-enculturated apes. First, we examine whether such apes show evidence for the two main components of our minimal definition of ritual: symbolism and copying. Second, we examine if there are actual cases already identifiable today that may fit all aspects of our minimal definition of ritual—or whether there are at least cases that fit some aspects (proto-ritual). We find that apes are not likely to spontaneously practise minimal ritual, but we claim that the highest expected likelihood of occurrence is in the results-copying domain. Yet, we did not find actual cases of minimal ritual in apes—including those involving environmental results. We did, however, find some cases that may match at least part of our minimal ritual definition—which we termed proto-ritual. At least two out of three potential cases of such proto-rituals that we identified (rain dance, object-in-ear and surplus nest-making procedures) do revolve around results. Overall, apes do not show much, or very clear, evidence for even minimal ritual, but may sometimes show proto-ritual. However, dedicated ape ritual studies are currently lacking, and future work may identify ape ritual (or clearer cases of proto-ritual). We discuss the implications of our preliminary finding for inferences of ritual in the last common ancestor of humans and apes. This article is part of the theme issue ‘Ritual renaissance: new insights into the most human of behaviours’.

The optimal level of mineral nutrition of animals is of great importance in the organization of complete feeding. Micromineral feeding of cattle, pigs and poultry has recently received more and more attention. A significant contribution to the solution of this issue is made by an organic microelement complex based on L-aspartic amino acid produced by JSC “Bioamide” under the trademark OMEC-7M. The purpose of the research was to study the effect of the organic microelement complex based on the L-aspartic amino acid OMEC-7M and organic iodine OMEC-J on the milk productivity and composition of cow milk. In order to conduct scientific and economic experiments, groups of cows have been formed according to the principle of analogous pairs taking into account age, live weight, date of the last calving, productivity and physiological state. Live weight of cows was 500–550 kg with a yield of 5000-6000 kg of milk per lactation. The conditions of feeding and housing the animals were the same, with the exception of the studied factors. Studies have been conducted to determine the effect of organic trace elements Cu, Mn, Zn, Fe, Co and Se in the form of asparaginates and organic J on the milk productivity of cows, the composition of milk and the content of iodine in it, the morphological and biochemical composition of blood, the content of the rumen, the digestibility and use of feed nutrients compared to the inorganic salts of these trace elements. As a result of four scientific and economic experiments the effectiveness of the use of the organic microelement complex based on the L-aspartic amino acid OMEC-7M and organic iodine OMEC-J in the feeding of cows in the production of iodized milk has been proved.

The article, based on extensive ethnographic fieldwork, studies the process of the disintegration of the traditional system of peasant costume in the 20th century in Hungary in the backdrop of its socio-historic context. There is a focused attention on the period during socialism from the late 1940s to the end of the Kádár era, also called Gulyás communism. In the examined period, the wearing and abandonment of folk costume in local peasant communities was primarily characteristic of women and an important part of women’s competence and decision-making. There was an age group that experienced the dichotomy of peasant heritage and the realities of socialist modernisation as a challenge in their own lifetime – which they considered a great watershed. The author interviewed both the last stewards of tradition who continued wearing costume for the rest of their lives and those who pioneered and implemented changes and abandoned peasant costume in favor of urban dress. The liminal period of change, the character and logic of the processes and motivations behind decision-making were still accessible in memory, and current dressing practices and the folklorism phenomena of the “afterlife” of costume could still be studied in real life. The study shows that costume was the focus point of women’s aspirations, attention, and life organization, and how the life paths of strong female personalities were articulated around clothing. It also reveals that there was a high level of self-awareness and strong emotional attachment in individual relationships to clothing in the rural context, similar to – or perhaps even exceeding – the fashion-conscious, individualized urban context. Examining the role of fashion, modernization, and individual decisions and attitudes in traditional clothing systems is an approach that bridges the mostly distinct study of folk costume and the problematics of dress and fashion history research.

The Sustainable Development Goals (SDGs) are a set of global goals targeting all levels: from a planetary biosphere to a local community. The aim is to end poverty, protect the planet and ensure that all people can enjoy peace and prosperity, now and in the future. The beginning of the Twenty-first century and the last fifteen years of the twentieth century have been the awakening of human consciousness when it comes to ecology and environmental protection. The man of the digital age is slowly becoming aware that a new society is a life-organization characterized by the use of modern technologies and overuse of natural resources and, in some places, already devastated and degraded environments. The modern economy survives on the use of living and inanimate natural resources. Natural resources such as air, water, soil are polluted and some animal species are exterminated in this period. For this reason, it is of great importance to force producing and broadcasting numerous environmental shows on local, regional and global media. Going deeper into the issue, we have to see that the problem should be addressed more and more, reinforcing at the same time the ethics of all people on the planet, which would lead to the adoption of binding norms that would affect people’s behavior when it comes to ecology and environmental protection . The media is playing a key role in this issue. A part of the discussion on the concept of conservation, including the main scientific and ethical points of view, is presented in this paper, highlighting the environmental, socio-ecological and ethical aspects behind the comprehensive concept of industry and economy. This paper is about the idea of being the appeal on media regarding the urgent need for socio-environmental ethical personal engagement and collective actions.

Primate brains display a wide range of variation in size and cerebral gyrification, leading to the appearance of novel sulci in particular groups of species. We investigated sulcal organization in the medial frontal cortex of great apes, with a particular focus on the paracingulate sulcus (PCGS). Until recently, the presence of the PCGS was thought to be a structural feature unique to the human brain. However, upon closer examination, the PCGS has been observed as a variable feature that also may appear in chimpanzee brains. To understand the evolutionary origins of the sulcal anatomy in the medial frontal cortex of apes, we examined high-resolution MRI scans for the presence or absence of the PCGS and, when present, measured its length in a sample of ape brains (chimpanzees, bonobos, gorillas, orangutans, gibbons, and siamangs). We found that the PCGS is variable in its appearance among these species, being present in 23 to 50% of great ape individuals depending on the species, but not present in gibbons or siamangs. We did not find population level hemispheric lateralization patterns or sex differences in PCGS presence across species, and we did not detect a relationship between cerebral volume and PCGS occurrence or length. Our data suggest that the PCGS is a common sulcal variant present in great apes and humans due to a shared evolutionary ancestry.

Gesture-first theories of language origins often raise two unsubstantiated arguments against vocal origins. First, they argue that great ape vocal behavior is highly constrained, limited to a fixed, species-typical repertoire of reflexive calls. Second, they argue that vocalizations lack any significant potential to ground meaning through iconicity, or resemblance between form and meaning. This paper reviews the considerable evidence that debunks these two “myths”. Accumulating evidence shows that the great apes exercise voluntary control over their vocal behavior, including their breathing apparatus, larynx, and supralaryngeal articulators. They are also able to learn new vocal behaviors, and even show some rudimentary ability for vocal imitation. In addition, an abundance of research demonstrates that the vocal modality affords rich potential for iconicity. People can understand iconicity in sound symbolism, and they can produce iconic vocalizations to communicate a diverse range of meanings. Thus, two of the primary arguments against vocal origins theories are not tenable. As an alternative, the paper concludes that the origins of language – going as far back as our last common ancestor with great apes – are rooted in iconicity in both gesture and vocalization.

I examined fission-fusion sociality in dusky dolphins (Lagenorhynchus obscurus), and investigated aspects of social convergence between dolphins and great apes. I used boat-based group focal follows and photo-identification to collect data in Admiralty Bay, New Zealand during 2005-2006. I used generalized estimating equations to examine relationships between party (group) size, rate of party fission-fusion, activity, and location; and relationships between leaping frequency and behavior. Using photo-identification images from 2001-2006, I analyzed the strength and temporal patterning of associations, short- and long-term association patterns, preferred/avoided associations, and behaviorally-specific preferred associations. To analyze social convergence between dolphins and great apes, I compared female bottlenose dolphin (Tursiops spp.) and chimpanzee (Pan troglodytes) social strategies through literature review. I conducted 171 group focal follows, totaling 157 observation hours. Mean party size was 7.0±6.0 individuals. Party size changed every 5±.47.6 min on average. The most frequent activity was resting (37%), followed by traveling (29%), foraging (18%), and socializing (15%). Foraging was positively related to party size and rate of fission-fusion. Near mussel farms, foraging increased, traveling decreased, and rate of party fusion increased. "Clean" leaps were the most frequent leap type (84%) and were positively related to party size and foraging. Noisy and coordinated leaps were positively related to party size; noisy leaps were negatively related to foraging. Associations during 2001-2006 (N = 228 individuals) were nonrandom for 125 days; associations within one field season were nonrandom for 60 days. Individuals formed preferred/avoided associations during most years. The strongest associations occurred during foraging and socializing; the weakest associations occurred during traveling. Individuals formed preferred associations during foraging, resting, and socializing. Review of female bottlenose dolphin and chimpanzee sociality revealed that: 1) females form weaker bonds and are less social than males, 2) females associate mostly with other females, 3) mothers are often alone with their offspring, 4) mothers (vs. non-mothers) and non-cycling (vs. cycling) females associate less with males, and 5) non-cycling (vs. cycling) females occur in smaller parties. Female dolphins may be more social than female chimpanzees due to decreased scramble competition, increased predation risk, and decreased cost of transport for dolphins vs. chimpanzees.

The human propensity for religious behavior and, eventually, religious organization is the by-product of natural selection working on the neuroanatomy of low-sociality and non-group-forming hominins to become more social and group oriented as a necessary strategy for survival on the African savanna. Using cladistic analysis to determine the behavioral and organizational propensities of the last common ancestor to present-day great apes and humans’ hominin ancestors, while at the same time engaging in comparative neuroanatomy of extant great-ape and human brains, the neurological basis of religion is isolated. Religion emerged under early selection pressures to make hominins more social and able to form stable groups. From the combination of dramatically increased emotionality and cognitive functioning, the transition from Homo erectus to Homo sapiens approximately 300,000 year ago created the neurological platform for religious behaviors among early humans.

Cladistic analysis is employed on behavioral and organizational patterns among present-day great apes that, because of their genetic closeness to humans, can be used as a surrogate for making inferences about the behavior and organizational propensities of the last common ancestor to great apes, hominins, and humans. A series of preadaptations among great apes for language, emotionality, mother–infant bonding, life history characteristics, propensities for play, and nonharem/promiscuous mating represents one source of information on the nature of the last common ancestor. Moreover, a set of behavioral propensities among all great apes adds to the body of information that can be used to make inferences about the nature of the last common ancestors, hominins, and humans. Thus, it is now possible to make inferences about the biological nature of human behavior and organizational tendencies that are less speculative than earlier analyses of human nature.

By analogy with a family clan today, we can take all of the copy descendants of a single original human, and call that group a “clan.” All of the copy descendants of a particular em can be called a “subclan.” (While the term “clade” might be more precise, the term “clan” is more widely known.) How do clans and subclans organize? We are today each part of many organizations, such as neighborhoods, firms, clubs, and nations. But we rely most on our families when we seek strong long-term bonds and trust. It is within families that we most share resources, let ourselves be most vulnerable, and seek help in bad times. Long ago humans evolved to trust families more than other groupings because of their closer genetic relations, and have developed many family-specific adaptations to complement such unusually strong family trust. Identical twins are more closely related than are family members. Because of the rarity of such twins, however, our ancestors may have evolved few adaptations specific to twinning. Even so, the trust and bonds between identical twins seems to usually be stronger than those between other family members. Ems will have access to a new unit of organization: clans of copies of the same original person. Compared with families or even identical twins, ems have even stronger reasons to trust and bond with fellow clan members. This makes em copy clans a natural candidate unit for finance, reproduction, legal liability, and political representation. The degree of affiliation between two em copies depends on how long they have been diverging subjectively since their last common ancestor. Copies that have diverged for only an hour are likely to feel very strongly affiliated. They’d share almost all opinions and attitudes, and are usually willing to make great sacrifices for one another. On the other hand, copies that have diverged for 20 years may feel far less of a connection. They might have been trained for different professions, and live in different kinds of communities. Their personalities and political opinions might even have diverged.

You should expect the next great era after ours to be as different from our era as ours is from past eras. In the last few million years, the three biggest changes on Earth were arguably the arrival of humans, the arrival of civilization based on farming, and then civilization based on industry ( Boserup 1981 ; Morris 2015 ). As I’ll discuss more in Chapter 2 , prior Eras section, each of these three eras greatly changed people, society, and the Earth. people who adopted these new ways of life quickly displaced and dominated those who continued with old ways. Compared with primates, wandering human hunter-gatherers greatly expanded technology, art, language, norms, and politics, and displaced many top animal predators. Then farmers and herders stopped wandering, expanded marriage, war, trade, law, class, and religion, and hunted many animals to extinction. Finally, our industrial era has expanded schools, cities, firms, and individual wealth; it has displaced even more of nature and almost all foragers, and it has seen a partial return to forager values. Over this whole period, we’ve seen increases in travel, talk, organization, and specialization. We’ve also had faster change, innovation, and economic growth, and a more integrated and unequal world culture. We have also, I will argue, become increasingly maladaptive. Our age is a “dreamtime” of behavior that is unprecedentedly maladaptive, both biologically and culturally. Farming environments changed faster than genetic selection could adapt, and the industrial world now changes faster than even cultural selection can adapt. Today, our increased wealth buffers us more from our mistakes, and we have only weak defenses against the super-stimuli of modern food, drugs, music, television, video games, and propaganda. The most dramatic demonstration of our maladaptation is the low fertility rate in rich nations today. While the industrial era has deluded many into thinking that old constraints no longer apply, as we will see in Chapter 2, Limits section, many recent constraint-evading trends simply cannot continue forever. Even if our descendants eventually conquer the stars, if we haven’t greatly misunderstood physics then our long-lived but bounded universe must eventually limit innovation and growth. And without strong regulation from a universespanning government, we should eventually see less change, more adaptive behavior, and (perhaps surprisingly) near-subsistence living standards.

The evolutionary proximity of the non-human great apes to us is often stressed in studies of animals, such as Kanzi, a bonobo (Pan paniscus) bred in captivity, that demonstrate their capacity to undertake tool-use and even utilize and comprehend language (Toth et al., 1993; Savage-Rumbaugh and Lewin, 1996; Schick et al., 1999). Likewise, studies of chimpanzees (Pan spp.) have highlighted the similarity of their emotional and empathetic capacities to those of humans (Parr et al., 2005; Campbell and de Waal, 2014). However, as noted by Savage- Rumbaugh and Lewin (1996), in palaeoanthropology and archaeology more broadly, the emergence of the hominin clade and, later, our species, is referenced in terms of the ‘chasm’ between ourselves and other extant great apes. Indeed, despite our genetic and behavioural proximity, extant non-human great ape taxa are often popularly characterized as living fossils of how we used to be. They are used as analogues for the subsistence and behaviour of the Last Common Ancestor (LCA) of humans and non-human great apes (Clutton-Brock and Harvey, 1977; Goodall, 1986; Foley and Lewin, 2004) and it is almost as if the fact that they still occupy the tropical environments in which these hominoids likely evolved (though see Elton, 2008) allows them to be treated as static comparisons (Figure 3.1). Since Darwin wrote the Descent of Man in 1871, the forests of the tropics, and their modern non-human great ape inhabitants, have tended to be perceived as being left behind as the hominin clade gained increasingly ‘human’ traits of tool-use, medium to large game hunting, and upright locomotion on open ‘savanna’ landscapes (Dart, 1925; Potts, 1998; Klein, 1999). From this perspective it is perhaps unsurprising that tropical forests are seen as alien to the genus Homo and its closest hominin ancestors.

Our great ape cousins, and very likely the last common ancestor of the human and pan lineage, depend very largely on their own intrinsic capacities not just for material resources but also for their informational resources. Chimps and bonobos are capable of social learning, and very likely, in their foraging and their communicative practices, they do learn from their parents and peers. But everything they learn socially they could probably learn by themselves, by individual exploration learning. Their lives do not depend on social learning. And while they may learn about their physical and social environment from others, they do not learn how to learn. Humans are very different: for us, social learning is essential rather than optional. As a consequence, our cognitive capacities are amplified by our social environment, by our material technology, and by our capacities to learn cognitive skills, not just physical skills, from our social peers. This chapter charts the deep history of these changes and their archaeological signature.

On 18 December 1912 Arthur Smith Woodward and Charles Dawson announced to a great and expectant scientific audience the epoch-making discovery of a remote ancestral form of man—The Dawn Man of Piltdown. The news had been made public by the Manchester Guardian about three weeks before, and the lecture room of the Geological Society at Burlington House was crowded as it has never been before or since. There was great excitement and enthusiasm which is still remembered by those who were there; for, in Piltdown man, here in England, was at last tangible, well-nigh incontrovertible proof of Man’s ape-like ancestry; here was evidence, in a form long predicted, of a creature which could be regarded as a veritable confirmation of evolutionary theory. Twenty years had elapsed since Dubois had found the fragmentary remains of the Java ape-man, but by now in 1912 its exact evolutionary significance had come to be invested with some uncertainty and the recent attempt to find more material by the expensive and elaborate expedition under Mme. Selenka had proved entirely unsuccessful. Piltdown man provided a far more complete and certain story. The man from Java, whose geological age was unclear, was represented by a skull cap, two teeth, and a disputed femur. Anatomically there was a good deal of the Piltdown skull and, though the face was missing, there was most of one side of the lower jaw. The stratigraphical evidence was quite sufficient to attest the antiquity of the remains; and to support this antiquity there were the animals which had lived in the remote time of Piltdown man; there was even evidence of the tool-making abilities of Piltdown man. In every way Piltdown man provided a fuller picture of the stage of ancestry which man had reached perhaps some 500,000 years ago. Dawson began by explaining how it came about that he had lighted on the existence of the extremely ancient gravels of the Sussex Ouse: . . . ‘I was walking along a farm-road close to Piltdown Common, Fletching (Sussex), when I noticed that the road had been mended with some peculiar brown flints not usual in the district. . . .

In the last years, a great number of digital library and digital repository systems have been developed by individual organizations, mostly universities, and given to the public as open-source software. The advantage of having many choices becomes a great headache when selecting a digital library (DL) system for a specific organization. To make the decision easier, five well-known and extensively used systems that are publicly available using an open source license are compared, namely DSpace, Fedora, Greenstone, Keystone, and EPrints. Each of them have been thoroughly studied based on basic characteristics and system features emphasizing multiple and heterogeneous digital collection support. Results are summarized in a score table. Cases for which each of these systems is considered as the most suitable are proposed.

Over the years, microfinance has assumed a great importance all over the world. The reason behind the increasing importance of microfinance in poverty alleviation is considered a prime objective in all developing and underdeveloped countries. Traditionally, MFIs did not have a defined HR policy or structure, since the size of the organization was always very small. The last few years have seen an upswing in the size of the organizations and also in the margins generated by MFIs. The purpose of this chapter is to analyze the human resource management issues and challenges faced in microfinance industry in India.

In recent years Saudi Arabia has made great strides in higher education. This paper looks at the higher education sector in Saudi Arabia with special emphasis on outsourcing to Software as a Service based email systems as a positive enabler of higher education. Outsourcing can be defined as the process of contracting services to a third party with financial and contractual terms to govern that provision. There are many advantages and disadvantages of outsourcing and many reasons why an organization might decide to outsource specific services. This chapter describes the information systems outsourcing trend towards cloud based solutions (particularly email) in the Saudi Arabian higher education sector over the last few years and discusses the implications of this trend.

Sociology and other social sciences have employed network analysis earlier than management and organization sciences, and much earlier than economics, which has been the last one to systematically adopt it. Nevertheless, the development of network economics during last 15 years has been massive, alongside three main research streams: strategic formation network modeling, (mostly descriptive) analysis of real economic networks, and optimization methods of economic networks. The main reason why this enthusiastic and rapidly diffused interest of economists came so late is that the most essential network properties, like externalities, endogenous change processes, and nonlinear propagation processes, definitely prevent the possibility to build a general – and indeed even partial – competitive equilibrium theory. For this paradigm has dominated economics in the last century, this incompatibility operated as a hard brake, and presented network analysis as an inappropriate epistemology. Further, being intrinsically (and often, until recent times, also radically) structuralist, social network analysis was also antithetic to radical methodological individualism, which was – and still is – economics dominant methodology. Though culturally and scientifically influenced by economists in some fields, like finance, banking and industry studies, scholars in management and organization sciences were free from “neoclassical economics chains”, and therefore more ready and open to adopt the methodology and epistemology of social network analysis. The main and early field through which its methods were channeled was the sociology of organizations, and in particular group structure and communication, because this is a research area largely overlapped between sociology and management studies. Currently, network analysis is becoming more and more diffused within management and organization sciences. Mostly descriptive until 15 years ago, all the fields of social network analysis have a great opportunity of enriching and developing its methods of investigation through statistical network modeling, which offers the possibility to develop, respectively, network formation and network dynamics models. They are a good compromise between the much more powerful agent-based simulation models and the usually descriptive (or poorly analytical) methods.

SoS is an approach that allows the offering of unique capabilities through the integration of existing systems. SoS approach can be observed in several domains such as military, logistics, transportation, healthcare etc. Despite the great interest in this field in the last years, many problems are still open. Since the systems that compose an SoS are independent and have individual objectives,one of the most critical challenges is enabling the governance of this class of system. Therefore, this paper presents an investigation on the factors that should be taken in consideration when implementing SoS governance. To do so, we carried out a survey with professionals of a Brazilian public organization.

Advanced technologies in Ceramics Gas Turbine (CGT) are expected to make a great progress in energy conservation, anti-pollution, and fuel-diversification. In Japan, R&D’s in industrial usage 300 kW class CGT have been advanced under a national project entitled “New Sunshine Program”, under the subsidy of Agency of Industrial Science and Technology (AIST), Ministry of International Trade and Industry (MITI) through the period of FY1988–1996. In this project, three different type prototypes of the CGT are under development through New Energy and Industrial Technology Development Organization (NEDO). Over the last six years, the basic designs have been completed and the ceramic elements such as turbine rotors, scrolls, and combustors were successfully fabricated. To check up the whole progress of the project, an interim evaluation is scheduled by the end of FY1993. Toward this evaluation, each prototype has been programmed to demonstrate 1200°C of Turbine Inlet Temperature (TIT) and prove more than 30% of thermal efficiency. (The ultimate target in the project is 42% of thermal efficiency at 1350°C TIT.) They would also show enough environmental adaptability. In this paper, overall status of the development in the 300kW CGT project is reviewed and the items in the interim evaluation are explained.

The generic theory of social innovation appeared in early 2000. Therefore, the role of social innovation was been increased in last decades in the light of macroeconomic transformation of World economy and the great development of social networks. Under social networking new business activites appear in the globalized market, even known as social business. Most programmes of the European Commision have orientation on a high speed of knowledge transfering from scientific research system to business or public life. New organization models of business use a tremendous amount of social information and usually social networks serve for the greater impact on improving structure of business environment and implementation of digital managerial solutions. Social networking serves for production of new knowledge and creation of the new ecosystems for social innovation. The authors of this article are presenting the new aspects of social innovation performance by using the content analysis for identification the role and functions of social innovation under digitalization of business environment. The research is focused on the clarification of social networking effects and better understanding why social innovation is becoming so powerful tool for business start-ups and social communication. The content analysis is used in case to highlight the comparative aspects of social innovation in different economical activities.

Considering that the great advantage of an organization today is the knowledge it has, and how it manages this knowledge, this article reports the application of the IDThink device in a fashion organization's manufacturing sector for its validation. This device applies knowledge management through the skills and attitudes of the design thinker. The device shown here is to assist the process of innovation in organizations by using some design thinkers skills in the knowledge explicitation and externalization. To Brown (2009) design thinking begins with the skills that designers have learned over time as: To align the human being´s needs with the technological resources available in the organization; Intuition; The ability to recognize patterns; Build ideas that have both emotional significance and functional; The ability to question their surroundings and be empathetic and; The ability to express otherwise than in words or symbols. This last is one of the most important designer skills. The designer uses the drawing process also as a critical process, as discovery. He uses drawing as a means of materializing, imagination, or discovery of something that he cannot built in his mind, and as a mean of communication with others, facilitating collaboration on projects. The IDThink device is an external, temporary repository for ideas, with which the designer interacts, and this externalization supports the necessary dialogue that it has between the problem and the solution, which minimizes the cognitive stress when dealing with quantities and complexities of knowledge to be process internally. The identification of concepts and their positioned graphical representation facilitates decision-making, the sharing of knowledge of everyone involved in the organization management, and observation of systemic functioning of the company, focusing on indicators that it judged suitable. The use of visual codes, which will be available throughout the process, allows the team to navigate the process without losing their train of thought. Also allows us to observe the evolution of the environment and its influence in the organization to assist in corrective actions. The nature of the research was exploratory, with lineation by ex-post-fact, using a strategy of ethnography, through non-participant interviews and observation. After applying, the researchers understood the need to adapt the External System of the IDThink device so that it includes an amount of knowledge needed to the visualization of the organization's management and / or the development of new products.DOI: http://dx.doi.org/10.4995/IFDP.2016.2400

In Ontology-Based Data Access (OBDA), a domain ontology is linked to the data sources of an organization in order to query, integrate and manage data through the concepts and relations of the domain of interest, thus abstracting from the technical details of the data layer implementation. While the great majority of contributions in OBDA in the last decade have been concerned with the issue of computing the answers of queries expressed over the ontology, recent papers address a different problem, namely the one of providing suitable abstractions of data services, i.e., characterizing or explaining the semantics of queries over the sources in terms of queries over the domain ontology. Current works on this subject are based on expressing abstractions in terms of unions of conjunctive queries (UCQs) over the ontology. In this paper we advocate the use of a non-monotonic language for this task. As a first contribution, we present a simple extension of UCQs with non-monotonic features, and show that non-monotonicity provides more expressive power in characterizing the semantics of data services. A second contribution is to prove that, similarly to the case of monotonic abstractions, depending on the expressive power of the languages used to specify the various components of the OBDA system, there are cases where neither perfect nor approximated abstractions exist for a given data service. As a third contribution, we single out interesting special cases where the existence of abstractions is guaranteed, and we present algorithms for computing such abstractions in these cases.

Abstract The Nigeria oil and gas industry is a highly capital intensive market. with possibility of high profit or great losses. Oil price trends over the last 3 decades shows cyclical and relatively high volatility. This is due to geopolitical and economic factors including dollar value, governments and organizations (like OPEC's actions), that influence global supply and demand. In 2020, due to the COVID-19 crises, public health became a key factor influencing oil price (due to its severe adverse impact on demand). Studies have shown that even an increase in production volumes will not be able to bring about profitability in the industry. Clearly, management of costs including a lean supply chain that ensures that material/services for production are available at the right price and time is critical for the profitability of future oil and gas supply. Oil producing firms require an optimum supply level of material and services to competitively deliver its end-product. This paper discusses the effect of LEAN supply chain management on the profitability of oil & gas firms in Nigeria. It also appraises the relationship between lean processes and operational efficiency of oil and gas producing companies. Using quantitative and descriptive research design methods, an online survey has been used to gather information from respondents from different oil and gas companies. Secondary data was also obtained from annual reports of relevant companies to show their crude oil production levels vis-à-vis profitability over a five-year period. Based on analysis of information received from the research conducted, it has been recommended that better supply related collaboration between the organizations in the industry is necessary for sustained profitability. Companies need to link upstream and downstream flows of products, services and information to help reduce costs, wastages and ensure profitability. In, line with this, steps have been proferred to establish lean processes for organization. The researcher concludes that established industry-wide lean supply chain management processes and practices and collaboration e critical to competiveness and sustainable profitability in the oil and gas industry.

Attention to safety and health are of ever-increasing priority to industrial organizations. Good Safety is demanded by stockholders, employees, and the community while increasing injury costs provide additional motivation for safety and health excellence. Safety has always been a strong corporate value of DuPont and a vital part of its culture. As a result, DuPont has become a benchmark in safety and health performance. Since 1990, DuPont has re-engineered itself to meet global competition and address future vision. In the new re-engineered organizational structures, DuPont has also had to re-engineer its safety management systems. A special Discovery Team was chartered by DuPont senior management to determine the “best practices’ for safety and health being used in DuPont best-performing sites. A summary of the findings is presented, and five of the practices are discussed. Excellence in safety and health management is more important today than ever. Public awareness, federal and state regulations, and enlightened management have resulted in a widespread conviction that all employees have the right to work in an environment that will not adversely affect their safety and health. In DuPont, we believe that excellence in safety and health is necessary to achieve global competitiveness, maintain employee loyalty, and be an accepted member of the communities in which we make, handle, use, and transport products. Safety can also be the “catalyst” to achieving excellence in other important business parameters. The organizational and communication skills developed by management, individuals, and teams in safety can be directly applied to other company initiatives. As we look into the 21st Century, we must also recognize that new organizational structures (flatter with empowered teams) will require new safety management techniques and systems in order to maintain continuous improvement in safety performance. Injury costs, which have risen dramatically in the past twenty years, provide another incentive for safety and health excellence. Shown in the Figure 1, injury costs have increased even after correcting for inflation. Many companies have found these costs to be an “invisible drain” on earnings and profitability. In some organizations, significant initiatives have been launched to better manage the workers’ compensation systems. We have found that the ultimate solution is to prevent injuries and incidents before they occur. A globally-respected company, DuPont is regarded as a well-managed, extremely ethical firm that is the benchmark in industrial safety performance. Like many other companies, DuPont has re-engineered itself and downsized its operations since 1985. Through these changes, we have maintained dedication to our principles and developed new techniques to manage in these organizational environments. As a diversified company, our operations involve chemical process facilities, production line operations, field activities, and sales and distribution of materials. Our customer base is almost entirely industrial and yet we still maintain a high level of consumer awareness and positive perception. The DuPont concern for safety dates back to the early 1800s and the first days of the company. In 1802 E.I. DuPont, a Frenchman, began manufacturing quality grade explosives to fill America’s growing need to build roads, clear fields, increase mining output, and protect its recently won independence. Because explosives production is such a hazardous industry, DuPont recognized and accepted the need for an effective safety effort. The building walls of the first powder mill near Wilmington, Delaware, were built three stones thick on three sides. The back remained open to the Brandywine River to direct any explosive forces away from other buildings and employees. To set the safety example, DuPont also built his home and the homes of his managers next to the powder yard. An effective safety program was a necessity. It represented the first defense against instant corporate liquidation. Safety needs more than a well-designed plant, however. In 1811, work rules were posted in the mill to guide employee work habits. Though not nearly as sophisticated as the safety standards of today, they did introduce an important basic concept — that safety must be a line management responsibility. Later, DuPont introduced an employee health program and hired a company doctor. An early step taken in 1912 was the keeping of safety statistics, approximately 60 years before the federal requirement to do so. We had a visible measure of our safety performance and were determined that we were going to improve it. When the nation entered World War I, the DuPont Company supplied 40 percent of the explosives used by the Allied Forces, more than 1.5 billion pounds. To accomplish this task, over 30,000 new employees were hired and trained to build and operate many plants. Among these facilities was the largest smokeless powder plant the world had ever seen. The new plant was producing granulated powder in a record 116 days after ground breaking. The trends on the safety performance chart reflect the problems that a large new work force can pose until the employees fully accept the company’s safety philosophy. The first arrow reflects the World War I scale-up, and the second arrow represents rapid diversification into new businesses during the 1920s. These instances of significant deterioration in safety performance reinforced DuPont’s commitment to reduce the unsafe acts that were causing 96 percent of our injuries. Only 4 percent of injuries result from unsafe conditions or equipment — the remainder result from the unsafe acts of people. This is an important concept if we are to focus our attention on reducing injuries and incidents within the work environment. World War II brought on a similar set of demands. The story was similar to World War I but the numbers were even more astonishing: one billion dollars in capital expenditures, 54 new plants, 75,000 additional employees, and 4.5 billion pounds of explosives produced — 20 percent of the volume used by the Allied Forces. Yet, the performance during the war years showed no significant deviation from the pre-war years. In 1941, the DuPont Company was 10 times safer than all industry and 9 times safer than the Chemical Industry. Management and the line organization were finally working as they should to control the real causes of injuries. Today, DuPont is about 50 times safer than US industrial safety performance averages. Comparing performance to other industries, it is interesting to note that seemingly “hazard-free” industries seem to have extraordinarily high injury rates. This is because, as DuPont has found out, performance is a function of injury prevention and safety management systems, not hazard exposure. Our success in safety results from a sound safety management philosophy. Each of the 125 DuPont facilities is responsible for its own safety program, progress, and performance. However, management at each of these facilities approaches safety from the same fundamental and sound philosophy. This philosophy can be expressed in eleven straightforward principles. The first principle is that all injuries can be prevented. That statement may seem a bit optimistic. In fact, we believe that this is a realistic goal and not just a theoretical objective. Our safety performance proves that the objective is achievable. We have plants with over 2,000 employees that have operated for over 10 years without a lost time injury. As injuries and incidents are investigated, we can always identify actions that could have prevented that incident. If we manage safety in a proactive — rather than reactive — manner, we will eliminate injuries by reducing the acts and conditions that cause them. The second principle is that management, which includes all levels through first-line supervisors, is responsible and accountable for preventing injuries. Only when senior management exerts sustained and consistent leadership in establishing safety goals, demanding accountability for safety performance and providing the necessary resources, can a safety program be effective in an industrial environment. The third principle states that, while recognizing management responsibility, it takes the combined energy of the entire organization to reach sustained, continuous improvement in safety and health performance. Creating an environment in which employees feel ownership for the safety effort and make significant contributions is an essential task for management, and one that needs deliberate and ongoing attention. The fourth principle is a corollary to the first principle that all injuries are preventable. It holds that all operating exposures that may result in injuries or illnesses can be controlled. No matter what the exposure, an effective safeguard can be provided. It is preferable, of course, to eliminate sources of danger, but when this is not reasonable or practical, supervision must specify measures such as special training, safety devices, and protective clothing. Our fifth safety principle states that safety is a condition of employment. Conscientious assumption of safety responsibility is required from all employees from their first day on the job. Each employee must be convinced that he or she has a responsibility for working safely. The sixth safety principle: Employees must be trained to work safely. We have found that an awareness for safety does not come naturally and that people have to be trained to work safely. With effective training programs to teach, motivate, and sustain safety knowledge, all injuries and illnesses can be eliminated. Our seventh principle holds that management must audit performance on the workplace to assess safety program success. Comprehensive inspections of both facilities and programs not only confirm their effectiveness in achieving the desired performance, but also detect specific problems and help to identify weaknesses in the safety effort. The Company’s eighth principle states that all deficiencies must be corrected promptly. Without prompt action, risk of injuries will increase and, even more important, the credibility of management’s safety efforts will suffer. Our ninth principle is a statement that off-the-job safety is an important part of the overall safety effort. We do not expect nor want employees to “turn safety on” as they come to work and “turn it off” when they go home. The company safety culture truly becomes of the individual employee’s way of thinking. The tenth principle recognizes that it’s good business to prevent injuries. Injuries cost money. However, hidden or indirect costs usually exceed the direct cost. Our last principle is the most important. Safety must be integrated as core business and personal value. There are two reasons for this. First, we’ve learned from almost 200 years of experience that 96 percent of safety incidents are directly caused by the action of people, not by faulty equipment or inadequate safety standards. But conversely, it is our people who provide the solutions to our safety problems. They are the one essential ingredient in the recipe for a safe workplace. Intelligent, trained, and motivated employees are any company’s greatest resource. Our success in safety depends upon the men and women in our plants following procedures, participating actively in training, and identifying and alerting each other and management to potential hazards. By demonstrating a real concern for each employee, management helps establish a mutual respect, and the foundation is laid for a solid safety program. This, of course, is also the foundation for good employee relations. An important lesson learned in DuPont is that the majority of injuries are caused by unsafe acts and at-risk behaviors rather than unsafe equipment or conditions. In fact, in several DuPont studies it was estimated that 96 percent of injuries are caused by unsafe acts. This was particularly revealing when considering safety audits — if audits were only focused on conditions, at best we could only prevent four percent of our injuries. By establishing management systems for safety auditing that focus on people, including audit training, techniques, and plans, all incidents are preventable. Of course, employee contribution and involvement in auditing leads to sustainability through stakeholdership in the system. Management safety audits help to make manage the “behavioral balance.” Every job and task performed at a site can do be done at-risk or safely. The essence of a good safety system ensures that safe behavior is the accepted norm amongst employees, and that it is the expected and respected way of doing things. Shifting employees norms contributes mightily to changing culture. The management safety audit provides a way to quantify these norms. DuPont safety performance has continued to improve since we began keeping records in 1911 until about 1990. In the 1990–1994 time frame, performance deteriorated as shown in the chart that follows: This increase in injuries caused great concern to senior DuPont management as well as employees. It occurred while the corporation was undergoing changes in organization. In order to sustain our technological, competitive, and business leadership positions, DuPont began re-engineering itself beginning in about 1990. New streamlined organizational structures and collaborative work processes eliminated many positions and levels of management and supervision. The total employment of the company was reduced about 25 percent during these four years. In our traditional hierarchical organization structures, every level of supervision and management knew exactly what they were expected to do with safety, and all had important roles. As many of these levels were eliminated, new systems needed to be identified for these new organizations. In early 1995, Edgar S. Woolard, DuPont Chairman, chartered a Corporate Discovery Team to look for processes that will put DuPont on a consistent path toward a goal of zero injuries and occupational illnesses. The cross-functional team used a mode of “discovery through learning” from as many DuPont employees and sites around the world. The Discovery Team fostered the rapid sharing and leveraging of “best practices” and innovative approaches being pursued at DuPont’s plants, field sites, laboratories, and office locations. In short, the team examined the company’s current state, described the future state, identified barriers between the two, and recommended key ways to overcome these barriers. After reporting back to executive management in April, 1995, the Discovery Team was realigned to help organizations implement their recommendations. The Discovery Team reconfirmed key values in DuPont — in short, that all injuries, incidents, and occupational illnesses are preventable and that safety is a source of competitive advantage. As such, the steps taken to improve safety performance also improve overall competitiveness. Senior management made this belief clear: “We will strengthen our business by making safety excellence an integral part of all business activities.” One of the key findings of the Discovery Team was the identification of the best practices used within the company, which are listed below: ▪ Felt Leadership – Management Commitment ▪ Business Integration ▪ Responsibility and Accountability ▪ Individual/Team Involvement and Influence ▪ Contractor Safety ▪ Metrics and Measurements ▪ Communications ▪ Rewards and Recognition ▪ Caring Interdependent Culture; Team-Based Work Process and Systems ▪ Performance Standards and Operating Discipline ▪ Training/Capability ▪ Technology ▪ Safety and Health Resources ▪ Management and Team Audits ▪ Deviation Investigation ▪ Risk Management and Emergency Response ▪ Process Safety ▪ Off-the-Job Safety and Health Education Attention to each of these best practices is essential to achieve sustained improvements in safety and health. The Discovery Implementation in conjunction with DuPont Safety and Environmental Management Services has developed a Safety Self-Assessment around these systems. In this presentation, we will discuss a few of these practices and learn what they mean. Paper published with permission.