The Experts below are selected from a list of 868416 Experts worldwide ranked by ideXlab platform
Vincent Mangematin - One of the best experts on this subject based on the ideXlab platform.
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From individual scientific visibility to collective competencies : the example of an academic Department in social science
Scientometrics, 1999Co-Authors: Roger Coronini, Vincent MangematinAbstract:The article discusses the role of University Department in social sciences. It studies how to describe the three missions of University Department: education, research and consultancy services for public and private organisations. It also proposes tools to evaluate to what extend these missions are connected. Until now, evaluation in this domain has focused primarily on research activities and far too few indicators have been developed for the other two missions. Moreover, evaluation is often performed on an individual basis, so that the synergy generated by work collectives is rarely evaluated. The purpose of this article is to propose a method for identifying and describing the competencies of a social science research and teaching Department. By means of this method can be used to study the articulation between the Department's different activities—research, expertise and teaching—can be studied. Maps of an activity are generated, which can serve as a basis for strategic planning of future trends. The approach is based on an analysis of "traces" (articles, contracts, research reports, postgraduate training modules) of the activity of the different components of the Social Science Department, using lexicographic analysis tools. With keywords, titles, summaries and synopses of lectures, it is possible to draw up "maps" representing the Department's main competencies.
Lana J Smith - One of the best experts on this subject based on the ideXlab platform.
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back to the faculty transition from University Department leadership
Innovative Higher Education, 2012Co-Authors: Dennie L Smith, Kayla Braziel Rollins, Lana J SmithAbstract:This study examined the perceptions and concerns of current academic Department chairs as they consider the transition to full responsibilities as a faculty member after the completion of a term in this leadership role. Currently, little research has focused on the dynamics of this transition process. Findings indicated that most Department chairs planned to return to faculty positions and that a primary concern was reconstructing research agendas with minimal support. The discussion proposes ways in which institutions can support the return of former chairs to a faculty position that demands and rewards achievement in teaching, research, and service. These findings have implications for influencing policies and procedures relative to securing and continuing quality leadership and faculty productivity at the Departmental level.
Roger Coronini - One of the best experts on this subject based on the ideXlab platform.
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From individual scientific visibility to collective competencies : the example of an academic Department in social science
Scientometrics, 1999Co-Authors: Roger Coronini, Vincent MangematinAbstract:The article discusses the role of University Department in social sciences. It studies how to describe the three missions of University Department: education, research and consultancy services for public and private organisations. It also proposes tools to evaluate to what extend these missions are connected. Until now, evaluation in this domain has focused primarily on research activities and far too few indicators have been developed for the other two missions. Moreover, evaluation is often performed on an individual basis, so that the synergy generated by work collectives is rarely evaluated. The purpose of this article is to propose a method for identifying and describing the competencies of a social science research and teaching Department. By means of this method can be used to study the articulation between the Department's different activities—research, expertise and teaching—can be studied. Maps of an activity are generated, which can serve as a basis for strategic planning of future trends. The approach is based on an analysis of "traces" (articles, contracts, research reports, postgraduate training modules) of the activity of the different components of the Social Science Department, using lexicographic analysis tools. With keywords, titles, summaries and synopses of lectures, it is possible to draw up "maps" representing the Department's main competencies.
Yu. S. Farkhetdinova - One of the best experts on this subject based on the ideXlab platform.
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About the Influence of Innovative Potential o f Small Arms Manufacturers and University Department on the Modern Small Arms Development Process
Bulletin of Kalashnikov ISTU, 2017Co-Authors: S. A. Pisarev, Yu. S. FarkhetdinovaAbstract:The article describes the specifics of the development of innovative and professional culture of the small arms designers, as well as the innovative potential of small arms manufacturers and University Department, which largely determines the efficiency of the development of combat small arms.
Francis Eves - One of the best experts on this subject based on the ideXlab platform.
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development implementation and assessment of a pilot workplace intervention to reduce sitting among staff in a uk University Department
The Lancet, 2015Co-Authors: Kelly Mackenzie, Elizabeth Goyder, Francis EvesAbstract:Abstract Background Time spent being sedentary is linked with poor health, independent of physical activity levels. Sitting in the workplace substantially contributes to sedentary time, but research assessing low-cost interventions aimed at reducing sitting in the workplace is scarce. Existing evidence supports the use of multimodal interventions developed using participative approaches. This study aimed to develop, implement, and assess a multimodal, participative, low-cost intervention intended to reduce workplace sitting. Methods The intervention, Sit Less ScHARR!, was developed with a focus group of 11 staff from the School of Health and Related Research (ScHARR) in which participative approaches and brainstorming techniques were used. Main components of the intervention included posters and prompts or emails suggesting ways to sit less, use of social media, and management support. All staff (n=317) were invited to take part, of whom 17 participated in all aspects of the assessment, completing 7 day preintervention and postintervention daily logs that recorded time spent sitting. Sit Less ScHARR! was delivered over 4 weeks from July 7 to Aug 3, 2014. Paired t tests were done to determine preintervention and postintervention differences in daily workplace sitting time, although this pilot study aimed to determine an overall magnitude of effect only and was not powered to detect a specific effect size. Qualitative survey data about feasibility and acceptability of the intervention were collected and thematically analysed. The study was approved by the ScHARR Ethics Committee. Focus group participants provided informed consent; for other participants, informed consent was implied by completion of daily logs. Findings Mean baseline sitting time of 440 min/workday was reported with a mean reduction of 26 min/workday post intervention (n=17, 95% CI −2 to 53, p=0·067). Sit Less ScHARR! was well received and perceived to be both acceptable and feasible. Management support was a highlighted strength, whereas meetings where participants were encouraged to walk or stand received mixed feedback. Interpretation This small pilot study is encouraging with respect to potential outcomes and feasibility of multimodal interventions to reduce sitting in the workplace in UK settings. Assessment of this study provides useful information to support the use of participatory approaches during intervention development and potential for more sustainable low-cost interventions. The findings might not be generalisable since this study was carried out within a health-related academic setting. Funding None.
